Transit and Bus Committee Meeting - web.mta.infoweb.mta.info/mta/news/books/pdf/181210_1000_transit-bus.pdf · equipment (i.e. public conduct, crime, police response, injured customers,

Transit and Bus

Committee Meeting December 2018

Customers can ride one of our 1930s-era subway cars, as NYCT continues its annual tradition of placing vintage R1-9 train cars into passenger service. Rides are available every Sunday through December 30. For routes and full schedules visit the New York Transit Museum website.

F. Ferrer, Committee Chairman

A. Albert

R. Glucksman

D. Jones

S. Metzger

C. Moerdler

Committee Members

S. Rechler

J. Samuelsen

P. Trottenberg

V. Vanterpool

P. Ward C. Weisbrod

https://www.nytransitmuseum.org/holidaynostalgiarides/

New York City Transit and Bus Committee Meeting 2 Broadway - 20th Floor Conference Room

New York, NY 10004 Monday, 12/10/2018 10:00 - 11:30 AM ET

1. PUBLIC COMMENT PERIOD

2. APPROVAL OF MINUTES – November 13, 2018November Committee Meeting Minutes - Page 4

3. COMMITTEE WORK PLANCommittee Work Plan - Page 11

4. PRESIDENT'S REPORTPresident's Commentary - Page 19

a. Customer Service Report

i. Subway ReportSubway Report - Page 21

ii. NYCT, MTA Bus Reports NYCT, MTA Bus Reports - Page 52

iii. Paratransit ReportParatransit Report - Page 76

iv. Accessibility UpdateAccessibility Update - Page 90

v. Strategy & Customer Experience ReportStrategy Customer Experience - Page 92

b. Safety ReportSafety Report - Page 97

c. Crime ReportCrime Report - Page 101

d. NYCT, SIR, MTA Bus Financial & Ridership ReportsFinancial and Ridership Reports - Page 111

e. Capital Program Status ReportCapital Program Status Report - Page 171

5. PROCUREMENTSNYCT December Staff Summary and Resolution - Page 181

a. Non-Competitive (none)

b. Competitive (none)

c. RatificationsNYCT Ratification - Page 186

6. Action Items

a. NYCT 2019 Final Proposed Budget NYCT 2019 Final Budget - Page 188

b. SIR 2019 Final Proposed Budget SIR 2019 Final Proposed Budget - Page 200

c. MTA Bus 2019 Final Proposed Budget MTA Bus 2019 Final Proposed Budget - Page 211

7. SERVICE CHANGES

a. Bus Schedule Changes Effective Spring 2019Bus Schedule Changes Effective Spring 2019 - Page 223

b. Alternative Service Plan Bus Routes for L Tunnel Reconstruction ProjectAlternative Service Plan Bus Routes for L Tunnel Reconstruction Project - Page 228

8. STANDARD FOLLOW UP REPORTS

a. MetroCard ReportMetroCard Report - Page 241

b. Transit Recidivism Report, 3rd Quarter, 2018Transit Recidivism Report, 3rd Quarter 2018 - Page 246

c. NYCT & MTA Bus EEO & Diversity Report, 3rd Quarter, 2018 NYCT EEO & Diversity Report, 3rd Quarter 2018 - Page 248MTA Bus EEO & Diversity, 3rd Qtr 2018 - Page 265

9. OUTSTANDING BUSINESS (No Materials)

10. EXECUTIVE OFFICE CONTACT INFORMATIONExecutive Office Contact Information - Page 282

Minutes of Regular Meeting

Committee on Operations of the MTA New York City Transit Authority, Manhattan and Bronx Surface Transit Operating Authority, Staten Island Rapid Transit Operating Authority,

Capital Construction Company and Bus Company

November 13, 2018

Meeting Held at: Metropolitan Transportation Authority

Two Broadway

New York, New York 10004

10:00 AM

The following Members were present: Hon. Fernando Ferrer, Committee Chair Hon. Andrew Albert Hon. David R. Jones Hon. Susan G. Metzger Hon. Charles G. Moerdler Hon. Scott Rechler Hon. Polly Trottenberg Hon. Veronica Vanterpool Hon. Peter Ward

Hon. Carl Weisbrod

Also present were: Hon. Ira Greenberg, Board Member Hon. Carl V. Wortendyke, Board Member

Andy Byford, President Joel Andrews, Vice President, EEO and Diversity

Craig Cipriano, Executive Vice President, MTA Bus

Michael Cosgrove, Vice President, Paratransit Edward Delatorre, Chief, NYPD Transit Bureau Robert Diehl, Senior Vice President, Safety and Security Department Alex Elegudin, Accessibility Advisor to the President James Henly, Vice President and General Counsel, Law

Frank Jezycki, Chief Operating Officer, Subways Robert Lai, Assistant Chief Officer, MTA Bus

Sally Librera, Senior Vice President, Subways Judith McClain, Senior Director, Service Planning

Sarah Meyer, Chief Customer Officer Tim Mulligan, Senior Vice President, Operations Support John O’Grady, Senior Vice President, Capital Program Management Stephen Plochochi, Senior Vice President, Procurement & Supply Chain Deborah Prato, Senior Vice President, Chief People Officer

Master Page # 4 of 282 - New York City Transit and Bus Committee Meeting 12/10/2018________________________________________________________________________________

I. Chairman Ferrer opened the meeting.

II. Public Speakers

There were eleven public speakers. A video recording of the meeting produced by the MTA and maintained in MTA records contains the content of speakers’ statements. President Byford presented train operator Louis-Mark Perry with a Heroism Award.

III. Minutes and Work Plan

Upon motion duly made and seconded, the Committee approved the minutes of the November 13, 2018 meeting of the MTA New York City Transit Authority, Manhattan and Bronx Surface Transit Operating Authority, Staten Island Rapid Transit Operating Authority, Capital Construction Company and Bus Company.

There was one change to the Work Plan. Tim Mulligan, SVP Operations Support, noted since the Corporate Governance Committee and the full Board completed the annual review of all the charters in March of this year, the charter review was removed from the November work plan. IV. Agenda Items

President Byford delivered the President’s Report.

A. Customer Service Operations Report Sally Librera, SVP of Subways, delivered the Subway Report. Member Weisbrod noted 40% of delays are being attributed to operating delays and inquired about progress taking place to categorize the underlying causes of these delays. Ms. Librera responded that progress is being made. There is a team in place analyzing the operating statistics and looking for patterns in delays. President Byford agreed and cited signal grade timers as an example. Member Weisbrod stated ridership continues to decline. He asked for data regarding the number of fare evaders on the subways. President Byford responded a detailed analysis will be provided at the December committee meeting. He noted fare evasion signage has been posted at the subway stations. Also, Eagle teams have been deployed on regular and SBS buses. Member Moerdler noted the large number of delays caused by people as opposed to equipment (i.e. public conduct, crime, police response, injured customers, and people on road beds) and inquired what can be done to lower those statistics.


Ms. Librera responded the Subway Action Plan targets those issues. As an example, emergency medical technicians are now staged at certain stations to expedite resolution of medical emergencies. Also, the addition of platform conductors has proven very useful in assisting sick and disoriented customers and in enabling the train crew to begin moving again more quickly. Member Moerdler asked with respect to the “public conduct police response” category whether this entails events on the platform or train. He further inquired whether adding more police officers to the trains might be useful. Ms. Librera responded the statistic refers to events on the trains as well as the platforms. She is working with Chief Delatorre to identify hotspots where additional staff may be needed. Chief Delatorre stated a training video was just finished and distributed to all the officers which addresses issues such as handling crime scenes and injuries in ways that enable the trains to move again as quickly as possible. Member Albert inquired why the MDBF for the R 32 fleet is down again and why there is no MDBF report for the R 179s. Ms. Librera responded the fleet specific report is based on the past twelve months, so there is not yet a R 179 report. Ms. Librera added as long as the R 32s are in service, they will be recorded on the chart. Member Moerdler requested a plan be implemented to address the number one cause of delays, which is the “public conduct police response”. President Byford responded the Subway Action Plan is addressing this issue and he stated he would summarize, for December, how the Subway Action Plan is addressing each of the categories of delay.

Member Vanterpool noted significant improvement on the and due to what is labeled “previous schedule adjustment” and asked for clarification. Ms. Librera responded they conducted a thorough schedule review and found that many of the running times were unrealistic and were subsequently adjusted, which led to the improvement. Craig Cipriano, Executive Vice President, MTA Bus, delivered the Buses Report and the Paratransit Report. Member Vanterpool asked Chief Delatorre to explain the Clear Bus Lane Initiative. Chief Delatorre responded the Clear Bus Lane Initiative is under the jurisdiction of Chief Chan. He stated bus lane enforcement has been increased dramatically and stated Chief Chan, who handles the buses, could better explain the details. Mr. Cipriano added NYCTA has identified certain corridors where more enforcement is needed and Chief Chan will be enhancing bus lane enforcement in those areas. President Byford stated he had asked his team to identify the worst performing routes and the root causes of those delays. NYCTA is addressing the problems on each route one by one.


Alex Elegudin, Accessibility Advisor to the President, delivered the Accessibility Report. Member Vanterpool referenced a recent news article about elevators under private control, such as an elevator at Barclays Center, being out of service for fifty-five days. She asked how NYCT can address that problem. Mr. Elegudin responded there are approximately fifty third party run elevators in the system. NYCT is working with third party partners to install onboard remote diagnostic units, which are already a component of all NYCT elevators. NYCT is also looking at other solutions, such as advising third parties on maintenance issues. He noted commitment from the third parties is also important and NYCT is currently in the middle of that process. So far, the third parties have been cooperative. Mr. Elegudin further noted older third party elevator contracts contain some weak language but the newer contracts are much stronger. He also noted the Barclays elevator from the news articles was not the sole elevator at that location. Sarah Meyer, Chief Customer Officer, delivered the Strategy and Customer Experience Report. Member Albert inquired when the new signage regarding diversions and GOs will be going up in stations, and whether the new signage will include alternate routes. Ms. Meyer responded NYCT is working with an advertising concession partner to continue putting up digital signs outside stations. Over the next year, customer information screens will be installed. Also, NYCT is currently redesigning the wall of services. With respect to alternate routes, Ms. Meyer stated that may be difficult to include in the digital signage, however, the MYmta App does take into account all service changes. Robert Diehl, Senior Vice President, Safety and Security Department, delivered the Safety Report.

In response to Member Albert’s inquiry into where a particular derailment occurred, Mr. Diehl responded it occurred at 38th Street Yard. Mr. Albert suggested yard derailments be distinguished from main line derailments. Mr. Diehl agreed. Member Albert referenced a picture on page 98 and asked Mr. Diehl if he was referencing an elevated structure between 72nd and 104th Street. Mr. Diehl responded the reference was to the general area. Member Moerdler suggested the treads and bannisters on outside stations be inspected in preparation for upcoming inclement weather. Mr. Diehl agreed and noted NYCT already conducts inspections. Edward Delatorre, Chief, NYPD Transit Bureau, delivered the Crime Report. Member Moerdler noted an increase in hate crimes and stated the public has an obligation to be reminded regularly that a hate crime is an attack against all of society. He advocated for more resources to combat this issue. Mr. Delatorre agreed.


B. Financial Reports

Tim Mulligan, Senior Vice President, Operations Support, delivered the NYCT, SIR and MTA Bus Finance Reports.

John O’Grady, SVP, CPM, delivered the Capital Program Status Report. Member Moerdler noted an increase in the number of inoperable fans and inquired when they will be fixed and how long they have been out of order. Mr. O’Grady responded some of the fans are out for capital improvements and some are out for normal maintenance. He stated he would look into the issue of how long they have been out of service. Member Moerdler stated although summer is over, the subway platforms remain very hot and fans are imperative. He asked whether NYCT could agree to keep the fans out for no longer than thirty days. Mr. O’Grady responded when a fan is out for capital improvement, it is not something that can be limited to thirty days. He added in general, the fans are not used for normal ventilation. They are used for smoke and heat exhaustion. Chairman Ferrer suggested Mr. O’Grady provide, for the next meeting, a list of: (1) what fans are out for capital replacement, (2) what fans are being repaired, and (3) what stations they are in. Mr. O’Grady agreed. In response to Member Albert’s inquiry as to whether work on the Cranberry Tube due to damage from Hurricane Sandy has been completed, Mr. O’Grady stated it is complete. He also confirmed after the Canarsie Tube is repaired, the only remaining tube for repair post-Sandy is the Rutgers Tube.

C. Procurements Stephen Plochochi, Senior Vice President, Procurement & Supply Chain, introduced the procurement package representing NYCT procurements, which included three actions totaling an estimated $10M in expenditures, and highlighting two procurements: (1) approval to award a noncompetitive purchase contract for 3,000 subway car wheels to Transit Sourcing Services Inc. for a total estimated amount of $3.2M, and (2) ratification of a modification to a construction contract for the installation of 34 trackside platform steel girders to make steel repairs at the 121st Street, 111th Street and 104th Street stations in Queens totaling $5,798,000.

Motions were duly made and seconded to approve the procurement action items.

Member Greenberg stated Astoria station had a similar problem with girders and asked how the girder issue can be taken into account in future negotiations to avoid the need for future modifications. Mr. O’Grady responded the condition of the girders varies greatly from station to station.


In response to Member Albert’s inquiry whether the Bonatrans contract was for all car classes of wheels, Mr. Plochochi responded in the affirmative.

Member Weisbrod stated it seems the cost is higher when negotiating a change to an existing contract after a problem is found as opposed to the cost when everything is anticipated in the initial contract. Mr. Plochochi stated it would be difficult to determine. President Byford stated often only after a project has started can the parties understand what the underlying state of the infrastructure is. NYCT is working to improve the process.

NYCT’s non-competitive procurements requiring a two-thirds vote (Schedule A in the agenda), those competitive procurements requiring a majority vote (Schedule L in the Agenda), and the ratification (Schedule K in the agenda) were approved without opposition. Mr. Mulligan introduced the Fair Fares program. Motions were duly made and seconded to approve the Fair Fares program. Member Moerdler asked whether this program is expected to reduce the number of fare evasions. Mr. Mulligan responded NYCT will monitor the program to find out. The primary goal of the program is to provide access. Member Jones noted the passes only apply to 7 day and 30 day MetroCards. He inquired whether there is any plan to expand the program. Mr. Mulligan responded there have been numerous discussions of the program and all the options have been considered. NYCT’s role is to provide operational and administrative support to the City. The City will be providing more information in January. Member Jones asked that NYCT monitor weekend ridership. He expressed concern that it may be cost prohibitive for families in this program to take their children out on the weekends. Chairman Ferrer congratulated Mr. Jones on his advancement of the Fair Fares program. Member Albert asked how often the City would be billed by the MTA. Mr. Mulligan responded it would likely be a monthly bill. Member Albert asked whether the cards will have pictures. Mr. Mulligan responded they will not. They will look almost identical to regular MetroCards. Member Albert asked whether anyone will be monitoring in case people in the program pass the cards along to other riders. Mr. Mulligan responded the City is establishing rules of use and enforcement. NYCT will be providing analytic support to monitor the use of the cards.


Member Albert asked whether NYCT will be analyzing whether the introduction of thesecards will result in a decrease in sales of other MetroCards. Mr. Mulligan stated NYCTwill continue to track sales of all of its regular fare products. He added he is hopeful theprogram will increase ridership.

Member Trottenberg asked for clarification as to whether the program is a pilot. MrMulligan stated the first phase of the program will be six months. After that time,adjustments may be made, but the program is expected to continue.

Member Trottenberg asked for clarification as to how the decision came about that thisprogram only applies to 7 day and 30 day MetroCards. Mr. Mulligan responded theprogram will reflect the City's preferences for the products available.

The Fair Fares program was approved without opposition.

V. Special Reports and Action ltems

President Byford noted four standard follow-up reports, which included the MonthlyMetroCard Report, the Elevator and Escalator Report, the Transit Adjudication BureauReport covering the third quarter o12018 and the EEO and Diversity reports coveringthe second quarter o12018.

Vl. Upon motion duly made and seconded, the meeting of the Committee wasadjourned.

Respectfully submitted,

Kristen M. Nolan


2018 Transit & Bus Committee Work Plan

I. RECURRING AGENDA ITEMS Responsibility

Approval of Minutes Committee Chair & Members NYCT Committee Work Plan Committee Chair & Members Operations Performance Summary Presentation NYCT President & (including Financial/Ridership, Capital Program MTA Bus Co. President

Status, Crime & Safety) Procurements Materiel MTACC Projects Report MTACC MetroCard Report AFC Program Mgmt & Sales Service Changes (if any) Operations Planning Tariff Changes (if any) Management & Budget Capital Budget Modifications (if any) Capital Planning & Budget

Action Items (if any) As Listed

II. SPECIFIC AGENDA ITEMS Responsibility

December 2018 NYCT 2019 Adopted Budget/Financial Plan 2019-2022 Management & Budget SIR 2019 Adopted Budget/Financial Plan 2019-2022 Management & Budget MTA Bus 2019 Adopted Budget/Financial Plan 2019-2022 Management & Budget NYCT & MTA Bus EEO & Diversity Report, 3rd Qtr, 2018 EEO & Human Resources Transit Recidivism Report, 3rd Qtr, 2018 Law

January 2019 Approval of 2019 NYCT Committee Work Plan Committee Chair & Members Quarterly Customer Satisfaction Report, 4th Qtr, 2018 Strategy & Customer

Experience February 2019 Preliminary Review of NYCT 2018 Operating Results Management & Budget Preliminary Review of SIR 2018 Operating Results Management & Budget Preliminary Review of MTA Bus 2018 Operating Results Management & Budget NYCT Adopted Budget/Financial Plan 2019-2022 Management & Budget SIR Adopted Budget/Financial Plan 2019-2022 Management & Budget MTA Bus Adopted Budget/Financial Plan 2019-2022 Management & Budget Service Quality Indicators (including PES) Operations Planning ADA Compliance Report, 4th Qtr, 2018 Capital Program Management Elevator & Escalator Service Report, 4th Qtr, 2018 Subways Transit Adjudication Bureau Report, 4th Qtr, 2018 Law NYCT & MTA Bus EEO & Diversity Report, 2018 Yr End Rpt EEO & Human Resources


II. SPECIFIC AGENDA ITEMS (con’t) Responsibility

March 2019 Transit Recidivism Report, 4th Qtr, 2018 Law April 2019 Homeless Outreach Report MTA Final Review of NYCT 2018 Operating Results Management & Budget Final Review of SIR 2018 Operating Results Management & Budget Final Review of MTA Bus 2018 Operating Results Management & Budget

Quarterly Customer Satisfaction Report, 1st Qtr, 2018 Strategy & Customer Experience

May 2019 Transit Adjudication Bureau Report, 1st Qtr, 2019 Law Elevator & Escalator Service Report, 1st Qtr, 2019 Subways NYCT & MTA Bus EEO & Diversity Report, 1st Qtr, 2019 EEO & Human Resources

June 2019 Transit Recidivism Report, 1st Qtr, 2019 Law

July 2019

Quarterly Customer Satisfaction Report, 2nd Qtr 2018 Strategy & Customer Experience

August 2019 No Meetings Held September 2019 Public comment/Committee review of budget 2019 NYCT Mid-Year Forecast Monthly Allocation Management & Budget 2019 SIR Mid-Year Forecast Monthly Allocation Management & Budget 2019 MTA Bus Mid-Year Forecast Monthly Allocation Management & Budget 2020 Preliminary NYCT Budget Management & Budget 2020 Preliminary SIR Budget Management & Budget 2020 Preliminary MTA Bus Budget Management & Budget Service Quality Indicators (including PES & MTA Bus PES) Operations Planning Elevator & Escalator Service Report, 2nd Qtr, 2019 Subways Transit Adjudication Bureau Report, 2nd Qtr, 2019 Law Transit Recidivism Report, 2nd Qtr, 2019 Law NYCT & MTA Bus EEO & Diversity Report, 2nd Qtr, 2019 EEO & Human Resources

October 2019 Public Comment/Committee review of budget Homeless Outreach Report MTA 2019 Preliminary NYCT Budget Management & Budget 2019 Preliminary SIR Budget Management & Budget 2019 Preliminary MTA Bus Budget Management & Budget

November 2019 Elevator & Escalator Service Report, 3rd Qtr, 2019 Subways Transit Adjudication Bureau Report, 3rd Qtr, 2019 Law

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2018 Transit & Bus Committee Work Plan

Detailed Summary

I. RECURRING

Approval of Minutes An official record of proceedings which occurred during the previous month’s Committee meeting.

NYCT Work Plan A monthly update of any edits and/or changes in the work plan.

Operations Performance Summary Summary presentation on the performance of Subway Service, including a discussion on Safety, Finance and Ridership and Capital Program Plan achievements. Information includes discussion on key indicators such as Subway MDBF, On-Time Performance, Subway accident rates; and Capital Plan awards, design starts and completions.

Procurements List of procurement action items requiring Board approval and items for Committee and Board information. The Non-Competitive items will be first, followed by the Competitive items and then the Ratifications. The list will include items that need a 2/3 vote of the Board for approval.

MTACC Projects Report Monthly Status Report on each construction project and contract managed by MTA Capital Construction.

MetroCard Report Status Report on progress related to the implementation of the MetroCard fare collection system. Report provides information on MetroCard market share, the Reduced Fare Program, MetroCard sales initiatives and the Balance Protection Program.

Service Changes Service proposals presented for Committee information and for Board approval, when required. Proposals outline various subway service initiatives.

Tariff Changes Proposals presented to the Board for approval of changes affecting NYCT fare policy structure.

Capital Budget Modifications Proposals presented to the Board for approval of changes to NYCT’s 5-Year Capital Program.

Action Items Staff summary documents presented to the Board for approval of items affecting business standards and practices.


II. SPECIFIC AGENDA ITEMS (con’t)

DECEMBER 2018

NYCT 2019 Adopted Budget/Financial Plan 2019-2022 NYCT will present its revised 2019-2022 Financial Plan. This plan will reflect the 2019 Adopted Budget and an updated Financial Plan for 2019-2022 reflecting the out- year impact of any changes incorporated into the 2019 Adopted Budget. The documents will also include a monthly allocation of planned expenditures for 2019 by category.

SIR 2019 Adopted Budget/Financial Plan 2019-2022 SIR will present its revised 2019-2022 Financial Plan. This plan will reflect the 2019 Adopted Budget and an updated Financial Plan for 2019-2022 reflecting the out-year impact of any changes incorporated into the 2019 Adopted Budget. The documents will also include a monthly allocation of planned expenditures for 2019 by category.

MTA Bus 2019 Adopted Budget/Financial Plan 2019-2022 MTA Bus will present its revised 2019-2022 Financial Plan. This plan will reflect the 2019 Adopted Budget and an updated Financial Plan for 2019-2022 reflecting the out- year impact of any changes incorporated into the 2019 Adopted Budget. The documents will also include a monthly allocation of planned expenditures for 2019 by category.

EEO & Diversity Report, 3rd Qtr, 2018 Quarterly report to the Committee providing data on key EEO and Human Resources indicators relating to NYCT’s and MTA Bus’ Equal Employment Opportunity and Diversity efforts. Transit Recidivism Report, 3rd Qtr, 2018 Quarterly report to the Committee which provides statistical information on recidivist arrest data and discusses NYCT’s efforts, working in conjunction with the various District Attorney Offices and the Courts, to address recidivist crime on the system.

JANUARY 2019

Approval of Committee Work Plan The Committee will be provided with the work plan for 2019 and will be asked to approve its use for the year. Quarterly Customer Satisfaction Report, 4th Qtr 2018 Quarterly presentation of customer satisfaction ratings about NYCT's bus, subway, and paratransit services. Report will identify trends from customer surveys results about key indicators and attributes that define the customer experience. FEBRUARY 2019

Preliminary Review of NYCT’s 2018 Operating Results NYCT will present a brief review of its 2018 Budget results.

Preliminary Review of SIR 2018 Operating Results SIR will present a brief review of SIR’s 2018 Budget results.



Preliminary Review of MTA Bus 2018 Operating Results MTA Bus will present a brief review of its 2018 Budget results.

Adopted Budget/Financial Plan 2019-2022 NYCT will present its revised 2019-2022 Financial Plan. This plan will reflect the 2019 Adopted Budget and an updated Financial Plan for 2019-2022 reflecting the out- year impact of any changes incorporated into the 2018 Adopted Budget. The documents will also include a monthly allocation of planned expenditures for 2019 by category.

SIR Adopted Budget/Financial Plan 2019-2022 NYCT will present SIR’s revised 2019-2022 Financial Plan. This plan will reflect the 2019 Adopted Budget and an updated Financial Plan for 2019-2022 reflecting the out-year impact of any changes incorporated into the 2018 Adopted Budget. The documents will also include a monthly allocation of planned expenditures for 2019 by category.

MTA Bus Adopted Budget/Financial Plan 2019-2022 MTA Bus will present its revised 2019-2022 Financial Plan. This plan will reflect the 2019 Adopted Budget and an updated Financial Plan for 2019-2022 reflecting the out-year impact of any changes incorporated into the 2018 Adopted Budget. The documents will also include a monthly allocation of planned expenditures for 2019 by category.

Service Quality Indicators/PES Report Bi-annual report which presents subway and bus service indicators (Wait Assessment) and NYCT and MTA Bus Passenger Environment Survey results, which measures subway and bus cleanliness, customer information and operations.

ADA Compliance Report, 4th Qtr, 2018 The annual update to the NYCT Committee on the status of compliance with the Americans with Disabilities Act (ADA) at New York City Transit. The report summarizes activities for compliance including, rehabilitation of key stations and ADA requirements in bus and subway transportation.

Elevator & Escalator Service Report, 4th Qtr, 2018 Quarterly report to the Committee on system wide reliability and availability goal for elevators and escalators throughout the subway system.

Transit Adjudication Bureau Report, 4th Qtr, 2018 Quarterly report to the Committee on Transit Adjudication Bureau financial and operating indicators including collection activities and data on revenue and expenses.

EEO & Diversity Report- 2018 Year-End Report A detailed year-end 2018 report to the committee providing data on key EEO and Human Resources indicators relating to NYCT’s and MTA Bus’ Equal Employment Opportunity and Diversity efforts.

MARCH 2019 Transit Recidivism Report, 4th Qtr, 2018 Quarterly report to the Committee which provides statistical information on recidivist arrest data and discusses NYCT’s efforts, working in conjunction with the various District Attorney Offices and the Courts, to address recidivist crime on the system. Master Page # 15 of 282 - New York City Transit and Bus Committee Meeting 12/10/2018

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APRIL 2019 Homeless Outreach Report MTA report on progress with homeless outreach efforts.

Final Review of NYCT 2018 Operating Results NYCT will review the prior year’s budget results and their implications for current and future budget performance will be presented to the Committee.

Final Review of SIR 2018 Operating Results NYCT will review SIR’s prior year’s budget results and their implications for current and future budget performance will be presented to the Committee.

Final Review of MTA Bus 2018 Operating Results MTA Bus will review its prior year’s budget results and their implications for current and future budget performance will be presented to the Committee. Quarterly Customer Satisfaction Report, 1st Qtr 2019 Quarterly presentation of customer satisfaction ratings about NYCT's bus, subway, and paratransit services. Report will identify trends from customer surveys results about key indicators and attributes that define the customer experience. MAY 2019

Transit Adjudication Bureau Report, 1st Qtr, 2019 Quarterly report to the Committee on Transit Adjudication Bureau financial and operating indicators including collection activities and data on revenue and expenses.

Elevator & Escalator Service Report, 1st Qtr, 2019 Quarterly report to the Committee on system wide reliability and availability goal for elevators and escalators throughout the subway system.

EEO & Diversity Report, 1st Qtr, 2019 Quarterly report to the Committee providing data on key EEO and Human Resources indicators relating to NYCT’s and MTA Bus’ Equal Employment Opportunity and Diversity efforts.

JUNE 2019 Transit Recidivism Report, 1st Qtr, 2019 Quarterly report to the Committee which provides statistical information on recidivist arrest data and discusses NYCT’s efforts, working in conjunction with the various District Attorney Offices and the Courts, to address recidivist crime on the system.

JULY 2019 Quarterly Customer Satisfaction Report, 2nd Qtr 2019 Quarterly presentation of customer satisfaction ratings about NYCT's bus, subway, and paratransit services. Report will identify trends from customer surveys results about key indicators and attributes that define the customer experience.

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AUGUST 2019 No Meetings Held

SEPTEMBER 2019 2019 NYCT Mid-Year Forecast Monthly Allocation NYCT will present a monthly allocation of its 2019 Mid-Year Forecast including revenues/receipts, expenses/expenditures, ridership and positions to the Committee. 2019 SIR Mid-Year Forecast Monthly Allocation NYCT will present a monthly allocation of SIR’s 2019 Mid-Year Forecast including revenues/receipts, expenses/expenditures, ridership and positions to the Committee. 2019 MTA Bus Mid-Year Forecast Monthly Allocation MTA Bus will present its monthly allocation of MTA Bus’ 2019 Mid-Year Forecast including revenues/receipts, expenses/expenditures, ridership and positions to the Committee. 2020 NYCT Preliminary Budget Public comments will be accepted on the 2020 Preliminary Budget.

2020 SIR Preliminary Budget Public comments will be accepted on the 2020 Preliminary Budget. 2020 MTA Bus Preliminary Budget Public comments will be accepted on the 2020 Preliminary Budget.

Service Quality Indicators/PES Report Bi-annual report which presents subway and bus service indicators (Wait Assessment) and NYCT and MTA Bus Passenger Environment Survey results, which measures subway and bus cleanliness, customer information and operations. Elevator & Escalator Service Report, 2nd Qtr, 2019 Quarterly report to the Committee on system wide reliability and availability goal for elevators and escalators throughout the subway system. Transit Adjudication Bureau Report, 2nd Qtr, 2019 Quarterly report to the Committee on Transit Adjudication Bureau financial and operating indicators including collection activities and data on revenue and expenses. EEO & Diversity Report, 2nd Qtr, 2019 Quarterly report to the Committee providing data on key EEO and Human Resources indicators relating to NYCT’s and MTA Bus’ Equal Employment Opportunity and

Diversity efforts. Transit Recidivism Report, 2nd Qtr, 2019 Quarterly report to the Committee which provides statistical information on recidivist arrest data and discusses NYCT’s efforts, working in conjunction with the various District Attorney Offices and the Courts, to address recidivist crime on the system. Master Page # 17 of 282 - New York City Transit and Bus Committee Meeting 12/10/2018

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OCTOBER 2019 Homeless Outreach Report MTA report on progress with homeless outreach efforts. 2019 NYCT Preliminary Budget Public comments will be accepted on the 2019 Preliminary Budget.

2019 SIR Preliminary Budget

Public comments will be accepted on the SIR 2019 Preliminary Budget.

2019 MTA Bus Preliminary Budget Public comments will be accepted on the MTA Bus 2019 Preliminary Budget. NOVEMBER 2019

Elevator & Escalator Service Report, 3rd Qtr, 2019 Quarterly report to the Committee on system wide reliability and availability goal for elevators and escalators throughout the subway system.

Transit Adjudication Bureau Report, 3rd Qtr, 2019 Quarterly report to the Committee on Transit Adjudication Bureau financial and operating indicators including collection activities and data on revenue and expenses.


President’s Report Andy Byford, President

NYCT hosted Security Awareness Day on November 29 in Brooklyn to enhance the safety

culture within the organization and to remind employees that security is a shared responsibility.

Dr. Charles Burrus (center) demonstrates the proper use of hazmat suits.


President’s Commentary

I continue to make the case for Fast Forward funding to various audiences and across the city, most recently at a New York City Council Transportation Committee hearing.

It is encouraging to note that the plan continues to enjoy widespread support among elected officials, advocacy groups and the business community and a third-party economic impact analysis is underway to reinforce the benefits that system modernization will deliver and to make the case for the necessary funding. Further, Fast Forward community conversations are being planned across the city in the New Year to give New Yorkers the opportunity to learn more about the plan and to ask questions about the benefits it will bring.

I have always stressed the need to relentlessly improve service in order to earn the confidence of stakeholders and New Yorkers to entrust us to deliver Fast Forward, so our day-to-day focus remains very much on getting the existing bus, subway and paratransit service to run smoothly, punctually and safely. To that end, while major incidents increased over last month’s figure, it was encouraging to note that Subways met its delay reduction target for the third month in a row. Meanwhile, good work continues on the bus network to further tackle bottlenecks on specific routes and to continue to refine the Staten Island express bus network.

In parallel, our capital program continues to deliver with the reopening of more refurbished stations and continued progress on the initial phases of the L Project. A milestone was also reached with the final weekend closure on the 7 line, thereby enabling end-to-end Communications Based Train Control (modern signaling) from 34 St Hudson Yards to Flushing Main St. Further work is needed to now resolve outstanding software issues in advance of introduction of automated train operation and increased train service on the 7 line in the spring.

With the winter almost upon us, our winter preparations are complete, and my operational teams are fully prepared to deal with adverse weather.

Finally, I am pleased to welcome a high-quality addition to the Transit team. In January, Pete Tomlin, a world expert in subway resignalling, will join NYCT to oversee and manage the unprecedented resignalling program that will transform subway reliability and line capacity.

Andy Byford President, New York City Transit


Customer Service Report: Subways Sally Librera, Senior Vice President

Department of Subways teams clear snow during the first snowfall of the season on November 15. Teams worked through the night to clean outdoor platforms such as this one at the Avenue H station in Brooklyn.


December 2018 Highlights: Department of Subways In November, Subways made significant progress on several station projects. Two stations renewed under the Enhanced Station Initiative – the 145 Street station on the 3 line and the 23 Street station on the F and M lines – welcomed customers to reopened entrances and platforms after significant structural repairs and functional improvements. On the J/Z line, the Jamaica-bound platform reopened at the 121 Street station after major repairs, new stairways opened at Broadway Junction platforms, and new entrances were added to both platforms at Hewes Street (which is also served by the M line). Subway performance also continued to improve in November. For the third consecutive month, we exceeded our goal of reducing 10,000 monthly delays. Fewer delays translates into better On-Time Performance, which improved by 7.6 percent on weekdays and 8.0 percent on weekends. Customer-focused metrics – Service Delivered, Additional Train Time, and Customer Journey Time Performance – all improved as well. We’re proud of the hard work and dedication of the Subways team as we continue to undertake the Subway Action Plan, Fast Forward, and the Save Safe Seconds initiative. We are seeing the benefits of these efforts and are committed to working together to continue this progress. There were 67 weekday major incidents during the month. Twelve of these incidents occurred during an early season storm on November 15 that dropped 6.4 inches of snow, significantly higher than forecast. Subways was prepared with additional staff to keep the system and our passengers moving, but there were five major incidents directly attributed to weather conditions, plus five signal and two track incidents that were more impactful than normal as the storm hampered our ability to respond. There were also twelve major incidents in November involving persons on the roadbed – an unusually high number – including at least four involving homeless persons. Particularly disturbing were three incidents where an individual was observed riding on the outside of a train before fleeing to the roadbed; we are working with the NYPD to stop this extremely reckless and dangerous behavior. As we enter the very busy holiday season, we know our customers will rely on us to get to shopping, entertainment, and friends and relatives, and we hope they notice our commitment to improving service. We also hope they enjoy one of our favorite holiday traditions – vintage train rides running in regular service every Sunday through the end of the year. I would like to thank all Subways employees for their hard work and dedication over the course of 2018. On behalf of the entire Department of Subways, we are fully committed and eager to continue our comprehensive efforts to maintain and further service improvement. Sally Librera Senior Vice President, Department of Subways


This Year Last Year % Diff This Year Last Year % Diff

Weekday Major Incidents (Chart 1)

Unplanned incidents delaying 50+ trains67 53 +26.4% 67.8 70.2 -3.4%

Weekday Service Delivered (Chart 3)

% of scheduled trains operated Weekday

rush hours (7-10a and 4-7p)

95.0% 94.8% +0.2% 94.7% 94.5% +0.2%

Additional Platform Time (h:mm:ss) (Chart 7)

Average added time spent waiting for trains, compared

with scheduled wait time

0:01:18 0:01:18 0.0% 0:01:19 N/A* N/A*

Additional Train Time (h:mm:ss) (Chart 9)

Average additional unanticipated time spent onboard

train compared to scheduled travel time

0:01:17 0:01:30 -14.4% 0:01:21 N/A* N/A*

Customer Journey Time Performance (Chart 11)

% of customers whose journeys are completed within

five minutes of schedule.

Mean Distance Between Failures (Chart 13)

Revenue car miles divided by the number of delays

attributed to car-related causes

Elevator Availability** (Chart 14)

% of time elevators are operational systemwide

Escalator Availability** (Chart 14)

% of time escalators are operational systemwide

Subway Car PES-KPI (Chart 15)

Composite indicator for subway car environment

(cleanliness, condition, information) reflecting customer

experience

Stations PES-KPI (Chart 16)

Composite indicator for station environment

(cleanliness, condition, information) reflecting customer

experience

Weekday Wait Assessment (Chart 18) 71.6% 70.2% +1.4% 70.6% 71.5% -0.9%

Weekday Terminal On-Time Performance (Chart 20) 69.9% 62.3% +7.6% 66.3% 63.4% +2.9%

Weekday Trains Delayed (Chart 22) 51,964 65,429 -20.6% 59,109 62,608 -5.6%

N/A*

Inputs to Operations

Passenger Environment

Weekday Legacy Indicators

92.2% 94.2% -2.0%

79.2% 77.8% +1.4%

119,741

93.8% 94.4%

79.3% N/A*

+1.3%

Weekday Customer-Focused Metrics

Subway Report (Weekday & Full Month)

Subway Report Performance Indicators

Performance IndicatorNovember 2018 12-Month Average

+0.8%

114,008 126,578 -9.9% 121,249

96.0% 96.0% 0.0% 96.5% 95.7%

94.9% -0.5%

91.2% 91.4% -0.2%

** Availability measures the percent of time that a unit is running and available for customer service. All service outages, regardless of cause,

count as downtime in the availability calculation. (Note: Units out of service for capital rehabilitation are excluded from the calculations.)

*Systemwide data for the Additional Platform Time, Additional Train Time, and Customer Journey Time Performance indicators are available

from March 2017. Data for the B Division is not available prior to March 2017.

-0.6%

94.4%

Due to the shortened reporting cycle, this month the metrics in this report are preliminary and subject to change.Master Page # 23 of 282 - New York City Transit and Bus Committee Meeting 12/10/2018

________________________________________________________________________________


Weekend Major Incidents (Chart 2)

Unplanned incidents delaying 50+ trains6 8 -25.0% 8.5 7 +21.4%

Weekend Service Delivered (Chart 5)

% of scheduled trains operated during Weekends

(10a-6p)

97.9% 95.9% +2.0% 96.9% 97.6% -0.7%

Weekend Legacy Indicators

Weekend Wait Assessment (Chart 19) 79.2% 74.4% +4.8% 77.2% 78.9% -1.7%

Weekend Terminal On-Time Performance (Chart 21) 75.3% 67.3% +8.0% 69.0% 70.4% -1.4%

Weekend Trains Delayed (Chart 23) 11,914 16,905 -29.5% 16,332 15,499 +5.4%


24 Hour On-Time Performance

% of scheduled trains arriving within six minutes of

their scheduled arrival time during a 24-hour period

84.8% 88.7% -3.9% 95.4% 96.5% -1.1%

AM Rush On-Time Performance


their scheduled arrival time

78.9% 86.0% -7.1% 96.1% 97.2% -1.1%

PM Rush On-Time Performance


their scheduled arrival time

82.4% 89.9% -7.5% 94.6% 95.9% -1.3%

Percentage of Completed Trips 99.0% 99.9% -0.9% 99.6% 99.8% -0.2%

Staten Island Railway PES-KPI (Chart 17)

Composite indicator for subway car and station

environments reflecting customer experience

Mean Distance Between Failures

Revenue car miles divided by the number of delays

attributed to car-related causes

53,529 27,255 +96.4% 70,847 51,774 +36.8%

Passenger Environment

Mean Distance Between Failures

Subway Report (Staten Island Railway)


Performance IndicatorNovember 2018 12-Month Average

On-Time Performance

90.3% +1.4%

November 2018 12-Month Average

Subway Report (Weekend)


Weekend Customer-Focused Metrics

91.7%

Percentage of Completed Trips

Performance Indicator


________________________________________________________________________________

Performance Indicator Definitions

Major Incidents (Weekday and Weekend)

Service Delivered (Weekday and Weekend)

Additional Platform Time (APT)

Additional Train Time (ATT)

Customer Journey Time Performance (CJTP)

APT, ATT, and CJTP use ATS-A data (historical data available) for the A Division and

beacon data calibrated with other sources for the B Division. B Division data is not available

prior to March 2017. These are beta metrics and may change with further development.

Section 1: Customer-Focused Metrics

The metrics in this section measure subway performance as it affects our passengers. By

focusing on how many disruptive incidents have occurred in the subway, how closely actual

service matches schedules, and how much longer passengers must wait and ride compared

to schedules, these measures collectively reflect the customer experience.

An unplanned incident that delays 50 or more trains. Major incidents are separated into six

categories: Track, Signals, Persons on Trackbed/Police/Medical, Stations & Structures,

Subway Car and Other.

Measures NYCT’s ability to deliver the service that’s scheduled. Service Delivered is

measured along the busiest part of the line, which reflects service across the entire line, and

is reported as the percentage of scheduled trains that are provided during the following

times:

• Weekday Peak Hours – 7 a.m. to 10 a.m. and 4 p.m. to 7 p.m.

• Weekends - 10 a.m. to 6 p.m.

The percentage of customers whose journeys (waiting and travel time) are completed within

five minutes of their scheduled journey time.

The average added time that customers spend waiting on the platform for a train, compared

with their scheduled wait time. Additional Platform Time is measured using a combination of

customers’ MetroCard entry data into stations and train departure times from those stations,

using information from the real-time train tracking technologies that provide train arrival

information. Data for the B Division is not available prior to March 2017.

The average additional unanticipated time customers spend onboard the train due to various

service issues. Additional Train Time is measured using a combination of customers’

MetroCard entry data into their starting stations and customers’ arrival times at their

destination stations, using information from the real-time train tracking technologies that

provide train arrival information. Data for the B Division is not available prior to March 2017.


________________________________________________________________________________

Categories Nov 18 Nov 17 Difference Nov 18 Nov 17 Difference

Track 11 17 -6 11.8 16.5 -4.7

Signals 24 17 +7 22.8 21.2 +1.6

Persons on Trackbed/Police/Medical 18 10 +8 13.3 15.6 -2.3

Stations & Structures 1 4 -3 6.1 4.8 +1.3

Subway Car 5 1 +4 3.9 4.8 -0.9

Other 8 4 +4 9.9 7.3 +2.6

Subdivision A 37 31 +6 31.3 36.0 -4.7

Subdivision B 30 22 +8 36.4 34.1 +2.3

Systemwide 67 53 +14 67.8 70.2 -2.4

Avg Incident Duration (h:mm:ss) 0:12:48 0:15:42 -0:02:54 0:17:06 0:16:53 +0:00:13

Avg Trains Delayed per Incident 99 86 +13 104 110 -6.0

Major Incidents Discussion

Subway Weekday Major Incidents(24 hours)

12-Month AverageMonthly

5350

105

56

84

76

85

62

6962

45

52

67

0

20

40

60

80

100

120

Monthly 12-Month Average

• There were 67 weekday Major Incidents in November 2018, an increase from 52 last month and 53 last year.

• 12 Major Incidents occurred during an early season winter storm on November 15 that unexpectedly dropped

6.4 inches of snow during the afternoon/evening rush.

o Five of these incidents were directly attributed to the weather.

o An additional five Signal and two Track Major Incidents occurred during the storm, which hampered

the ability to respond to and correct the failures.

• Other inclement weather, including freezing temperatures and heavy rain, also affected performance of

signals and contributed to the increase in Major Incidents.

• There were 12 Major Incidents involving persons on the roadbed or struck by trains.

o At least four of these incidents involved homeless individuals.

o Three incidents involved a person riding on the outside of a train before going to the roadbed. We are

working with the NYPD to find the individual(s) and stop this extremely dangerous activity.

Desired trend

Chart 1 Due to the shortened reporting cycle, this month the metrics in this report are preliminary and subject to change.


Categories Nov 18 Nov 17 Difference Nov 18 Nov 17 Difference

Track 1 1 0 1.3 1.1 +0.2

Signals 2 4 -2 2.6 2.4 +0.2

Persons on Trackbed/Police/Medical 0 2 -2 1.4 1.0 +0.4

Stations & Structure 2 0 +2 1.3 0.3 +1.0

Subway Car 0 0 0 0.2 0.2 0.0

Other 1 1 0 1.7 2.1 -0.4

Subdivision A 3 4 -1 3.7 3.4 0.3

Subdivision B 3 4 -1 4.8 3.6 1.2

Systemwide 6 8 -2 8.5 7.0 +1.5

Avg Incident Duration (h:mm:ss) 0:17:48 0:10:30 +0:07:18 0:19:48 0:19:59 -0:00:11

Avg Trains Delayed per Incident 105 103 +2 91 104 -13

Major Incidents Discussion

Subway Weekend Major Incidents(24 hours)


8

13

14

6

10

4

5

9 9 910

7

6

0

2

4

6

8

10

12

14

16

18

20


• November 2018 had six Major Incidents, one fewer than the prior month and two fewer than the prior year.

• There were 0.7 Major Incidents per weekend day, a decrease from the average of about one per weekend day over the past few months.

Desired trend



Nov 18 Nov 17 Difference Nov 18 Nov 17 Difference

Subdivision A 94.2% 92.7% +1.5% 93.1% 92.3% +0.8%

Subdivision B 95.6% 96.4% -0.8% 95.9% 96.2% -0.3%

Systemwide 95.0% 94.8% +0.2% 94.7% 94.5% +0.2%

Weekday Service Delivered Discussion

Subway Weekday % Service Delivered(Peak Hours)


94.8% 95.0%

70%

75%

80%

85%

90%

95%

100%


• November 2018 weekday Service Delivered improved 0.2% year-over-year and is 0.3% better than the 12-month average.

o The largest improvements were on the 2, 3, and 5 lines, which continue to reflect schedule revisions made in late 2017 and early 2018 to incorporate more accurate running times and allow for more precise service management.

• On the B Division, the largest improvement was on the C.

• The largest decline was on the M, due at least in part to Major Incidents affecting the afternoon rush hour.

Desired trend



Line Nov 18 Nov 17 Difference

1 97.0% 98.9% -1.9%

2 94.5% 90.9% +3.6%

3 96.0% 92.9% +3.1%

4 92.7% 91.3% +1.4%

5 91.6% 85.5% +6.1%

6 93.7% 91.5% +2.2%

7 89.3% 91.8% -2.5%

S 42nd 99.2% 99.8% -0.6%

Subdivision A 94.2% 92.7% +1.5%

A 94.6% 94.9% -0.3%

B 97.5% 97.7% -0.2%

C 95.7% 92.6% +3.1%

D 97.9% 97.4% +0.5%

E 94.6% 94.4% +0.2%

F 95.8% 97.6% -1.8%

S Fkln 98.4% 99.9% -1.5%

G 102.4% 101.8% +0.6%

S Rock 97.6% 99.1% -1.5%

JZ 96.1% 96.6% -0.5%

L 98.5% 98.2% +0.3%

M 91.9% 94.9% -3.0%

N 93.8% 96.4% -2.6%

Q 92.8% 95.0% -2.2%

R 94.1% 96.8% -2.7%

W 94.4% 93.7% +0.7%

Subdivision B 95.6% 96.4% -0.8%

Systemwide 95.0% 94.8% +0.2%

Subway Weekday % Service DeliveredMonthly

(Peak Hours)




Subdivision A 97.7% 93.8% +3.9% 95.7% 96.6% -0.9%

Subdivision B 98.0% 97.1% +0.9% 97.6% 98.2% -0.6%

Systemwide 97.9% 95.9% +2.0% 96.9% 97.6% -0.7%

Weekend Service Delivered Discussion

Subway Weekend % Service Delivered(10 a.m. to 6 p.m.)


Add 12 month rolling data

95.9%

97.9%

70%

75%

80%

85%

90%

95%

100%


• November 2018 weekend Service Delivered improved 2.0% year-over-year.

• The largest improvements were on the A Division.

o Improvements on the 2 and 5 continue to reflect the return to normal service after the Clark

Street tunnel work.

o The improvements on the 1 and 4 were due, in part, to planned work that affected those lines

in November 2017.

Desired trend




1 99.1% 92.1% +7.0%

2 97.5% 87.4% +10.1%

3 97.4% 98.4% -1.0%

4 95.5% 90.6% +4.9%

5 97.5% 93.1% +4.4%

6 98.1% 96.2% +1.9%

7 98.0% 98.8% -0.8%

S 42nd 99.9% 100.0% -0.1%

Subdivision A 97.7% 93.8% +3.9%

A 96.3% 93.6% +2.7%

C 96.1% 92.4% +3.7%

D 98.5% 96.5% +2.0%

E 98.5% 96.2% +2.3%

F 98.2% 99.3% -1.1%

S Fkln 99.4% 100.0% -0.6%

G 97.8% 98.8% -1.0%

S Rock 100.6% 100.5% +0.1%

JZ 100.2% 99.8% +0.4%

L 100.2% 99.0% +1.2%

M 100.2% 98.4% +1.8%

N 97.9% 97.9% 0.0%

Q 99.1% 99.6% -0.5%

R 99.3% 93.5% +5.8%

Subdivision B 98.0% 97.1% +0.9%

Systemwide 97.9% 95.9% +2.0%

Subway Weekend % Service DeliveredMonthly

(10 a.m. to 6 p.m.)



Nov 18 Nov 17 Difference Nov 18

Subdivision A 0:01:07 0:01:12 -0:00:05 0:01:07

Subdivision B 0:01:26 0:01:24 +0:00:02 0:01:27

Systemwide 0:01:18 0:01:18 0:00:00 0:01:19

Additional Platform Time Discussion

Note: This metric uses electronic data made available systemwide by the MTA's investments in new train tracking

technology and in more robust methods for determining how customers use the subway. It is likely that this measure will

be refined and enhanced as the MTA gains experience integrating the latest technology and information. Data for the B

Division is not available prior to March 2017.

Subway Weekday Average Additional Platform Time

(h:mm:ss)


Monthly (6 a.m. - midnight)

0:01:180:01:18

0:00:00

0:00:15

0:00:30

0:00:45

0:01:00

0:01:15

0:01:30

0:01:45

0:02:00

Min

ute

s (

h:m

m:s

s)

Systemwide Subdivision A Subdivision B

• November 2018 Additional Platform Time (APT) is equal to the prior year, and is nearly the same as the 12-month average.

• The worsening of APT on the 7 line was due in part to particularly disruptive incidents involving persons on the roadbed.

Desired trend




1 0:01:05 0:00:54 +0:00:11

2 0:01:22 0:01:22 0:00:00

3 0:01:00 0:01:04 -0:00:04

4 0:01:01 0:01:46 -0:00:45

5 0:01:13 0:01:20 -0:00:07

6 0:01:05 0:01:12 -0:00:07

7 0:01:16 0:00:58 +0:00:18

S 42nd 0:00:24 0:00:21 +0:00:03

Subdivision A 0:01:07 0:01:12 -0:00:05

A 0:01:22 0:01:23 -0:00:01

B 0:01:43 0:01:43 0:00:00

C 0:01:47 0:01:52 -0:00:05

D 0:01:34 0:01:45 -0:00:11

E 0:01:10 0:01:07 +0:00:03

F 0:01:26 0:01:23 +0:00:03

S Fkln 0:00:47 0:00:31 +0:00:16

G 0:01:14 0:01:17 -0:00:03

S Rock 0:01:10 0:00:28 +0:00:42

JZ 0:01:47 0:01:39 +0:00:08

L 0:00:43 0:00:49 -0:00:06

M 0:02:04 0:01:51 +0:00:13

N 0:01:27 0:01:15 +0:00:12

Q 0:01:25 0:01:19 +0:00:06

R 0:01:38 0:01:26 +0:00:12

W 0:01:06 0:01:02 +0:00:04

Subdivision B 0:01:26 0:01:24 +0:00:02

Systemwide 0:01:18 0:01:18 0:00:00

Subway Weekday Average Additional Platform TimeMonthly (6 a.m. - midnight)

(h:mm:ss)




Subdivision A 0:01:08 0:01:42 -0:00:34 0:01:13

Subdivision B 0:01:24 0:01:21 +0:00:03 0:01:27

Systemwide 0:01:17 0:01:30 -0:00:13 0:01:21

Additional Train Time Discussion

Note: This metric uses electronic data made available systemwide by the MTA's investments in new train tracking

technology and in more robust methods for determining how customers use the subway. It is likely that this measure will

be refined and enhanced as the MTA gains experience integrating the latest technology and information. Data for the B

Division is not available prior to March 2017.

Monthly (6 a.m. - midnight)

Subway Weekday Average Additional Train Time

(h:mm:ss)


0:01:30

0:01:17

0:00:00

0:00:15

0:00:30

0:00:45

0:01:00

0:01:15

0:01:30

0:01:45

0:02:00

Min

ute

s (

h:m

m:s

s)

Systemwide Subdivision A Subdivision B

• Additional Train Time (ATT) improved by 13 seconds compared to the prior year, and remains better than

the 12-month average.

• Large ATT improvements on the 2, 3, 4 and 5 lines relative to one year ago are a continued reflection of

schedule adjustments on those lines, which have allowed dispatchers to more precisely manage service.

• The J/Z had the largest worsening of ATT, a continued reflection of the recent, extensive planned work

along the line, as well as several Major Incidents.

Desired trend

X10AO

X10AO




1 0:01:12 0:01:05 +0:00:07

2 0:01:05 0:02:07 -0:01:02

3 0:00:47 0:01:38 -0:00:51

4 0:01:05 0:02:23 -0:01:18

5 0:01:01 0:02:36 -0:01:35

6 0:01:03 0:01:23 -0:00:20

7 0:01:40 0:01:27 +0:00:13

S 42nd 0:00:28 0:00:28 0:00:00

Subdivision A 0:01:08 0:01:42 -0:00:34

A 0:01:51 0:02:14 -0:00:23

B 0:01:58 0:01:55 +0:00:03

C 0:01:09 0:01:12 -0:00:03

D 0:01:42 0:01:56 -0:00:14

E 0:01:07 0:01:17 -0:00:10

F 0:01:22 0:01:31 -0:00:09

S Fkln 0:00:46 0:00:43 +0:00:03

G 0:01:06 0:01:33 -0:00:27

S Rock 0:00:30 0:00:18 +0:00:12

JZ 0:02:34 0:01:42 +0:00:52

L -0:00:02 0:00:02 -0:00:04

M 0:01:28 0:00:46 +0:00:42

N 0:01:36 0:01:25 +0:00:11

Q 0:01:45 0:01:37 +0:00:08

R 0:01:09 0:00:46 +0:00:23

W 0:01:08 0:00:59 +0:00:09

Subdivision B 0:01:24 0:01:21 +0:00:03

Systemwide 0:01:17 0:01:30 -0:00:13

Subway Weekday Average Additional Train TimeMonthly (6 a.m. - midnight)

(h:mm:ss)




Subdivision A 83.6% 79.8% +3.8% 83.3%

Subdivision B 76.1% 76.3% -0.2% 76.3%

Systemwide 79.2% 77.8% +1.4% 79.3%

Weekday Customer Journey Time Performance Discussion

Subway Customer Journey Time PerformanceMonthly (6 a.m. - midnight)


77.8%79.2%

70%

75%

80%

85%

90%

95%

100%

Systemwide A Division B Division

• Customer Journey Time Performance (CJTP) systemwide improved by 1.4% compared to the prior year and

was nearly equal to the prior month.

• Since CJTP serves as a composite measure of Additional Platform Time (APT) and Additional Train Time

(ATT), line-by-line changes are due to the same factors affecting those metrics.

Desired trend

X12AO

X12AO




1 84.1% 88.0% -3.9%

2 81.4% 74.0% +7.4%

3 86.7% 81.6% +5.1%

4 82.6% 72.0% +10.6%

5 82.2% 72.0% +10.2%

6 85.6% 81.4% +4.2%

7 78.5% 81.3% -2.8%

S 42nd 99.6% 99.7% -0.1%

Subdivision A 83.6% 79.8% +3.8%

A 73.4% 69.9% +3.5%

B 68.9% 68.7% +0.2%

C 75.0% 72.6% +2.4%

D 70.8% 68.7% +2.1%

E 80.6% 78.5% +2.1%

F 75.5% 74.4% +1.1%

S Fkln 93.6% 95.2% -1.6%

G 81.5% 76.9% +4.6%

S Rock 90.2% 91.5% -1.3%

JZ 64.4% 71.9% -7.5%

L 94.1% 93.0% +1.1%

M 72.0% 78.5% -6.5%

N 74.6% 77.1% -2.5%

Q 72.4% 74.1% -1.7%

R 76.7% 80.1% -3.4%

W 84.2% 83.6% +0.6%

Subdivision B 76.1% 76.3% -0.2%

Systemwide 79.2% 77.8% +1.4%

Subway Customer Journey Time PerformanceMonthly

(6 a.m. - midnight)




Mean Distance Between Failures (MDBF)

Elevator and Escalator Availability

The metrics in this section address how NYCT provides service to its customers, by

measuring the reliability of key assets, reflecting the effectiveness of maintenance practices,

as well as age and condition. Historically, the only such measures that NYCT has provided

to the Transit Committee and to the public are car fleet and elevator and escalator

measures, defined below. NYCT is examining additional such measures to bring forward in

coming months.

Subway MDBF is a measure of car fleet reliability. It is calculated as revenue car miles

divided by the number of delay incidents attributed to car-related causes.

The percent of time that elevators or escalators are operational system wide. Most elevators

and escalators in the subway are maintained by New York City Transit and are electronically

monitored 24-hours a day. Some elevators and escalators in the subway are owned and

maintained by outside parties; these are inspected by NYCT personnel multiple times daily.

Section 2: Inputs to Operations


________________________________________________________________________________

# of Cars Nov '18 Nov '17 % Diff

Subdivision A 2,895 146,366 135,718 +7.8%

Subdivision B* 3,635 98,301 120,857 -18.7%

Systemwide* 6,530 114,008 126,578 -9.9%

Car Class # of Cars Nov '18 Nov '17 % Diff

R32 222 36,146 32,724 +10.5%

R42 50 26,292 40,466 -35.0%

R46 752 66,791 74,145 -9.9%

R62 315 343,344 201,495 +70.4%

R62A 824 100,139 98,769 +1.4%

R68 425 80,764 111,082 -27.3%

R68A 200 103,476 91,229 +13.4%

R142 1,030 179,845 161,938 +11.1%

R142A 220 74,730 53,606 +39.4%

R143 212 99,559 89,418 +11.3%

R160 1,662 248,656 234,090 +6.2%

R188 - New 126 588,336 445,561 +32.0%

R188 - Conversion 380 182,861 175,306 +4.3%

Subdivision A 2,895 140,742 126,719 +11.1%

Subdivision B* 3,635 110,210 115,216 -4.3%

Systemwide* 6,530 121,249 119,741 +1.3%

MDBF Discussion

*Fleet MDBF includes 112 R179 cars. Reporting of separate R179 12-Month Average MDBF will begin in March 2019.

Subway Mean Distance Between Failures

Monthly

12-Month Average

126,578

114,008

0

20,000

40,000

60,000

80,000

100,000

120,000

140,000

160,000

180,000

200,000

Mile

s

Monthly 12-month average

• November 2018 monthly MDBF decreased compared to November 2017, although the 12-month average

continued to show improvement.

• Only two car fleets showed decreases. The R42 cars are among the oldest cars in the system, and only

operate on a small number of trips. The R68 cars are currently entering an aggressive SMS program

which is expected to improve their performance beginning in 2019.

• On the A Division, the R62 fleet had no in-service subway car incidents in the month of November, and

had the largest increase in MDBF.

Desired trend

X15AO

X15AO




Elevator Availability 96.0% 96.0% 0.0% 96.5% 95.7% +0.8%

Escalator Availability 92.2% 94.2% -2.0% 93.8% 94.4% -0.6%

Elevator and Escalator Availability Discussion

Elevator and Escalator Availability(24 Hours)


80%

85%

90%

95%

100%

Monthly Elevator Availability Monthly Escalator Availability

12-Month Average Elevator Availability 12-Month Average Escalator Availability

Desired trend

• Escalator availability decreased to 92.2% due to scheduled outages for a detailed inspection campaign.

The significant downtime required for the inspections lowered availability. Availability is expected to

return to more typical levels in December, after all of the inspections are completed.

X16AO

X16AO




Subway Car PES-KPI

Appearance: Includes cleanliness and graffiti ratings in subway cars.

Equipment: Includes the functionality of door panels, lighting, and climate control.

Information: Includes the subway car announcements and signage.

Station PES-KPI

Appearance: Includes cleanliness and graffiti ratings for station.

Does not currently include peeling paint or missing tiles for stations.

Equipment:

Information: Includes the ratings for maps, employees in proper uniforms and signage.

Staten Island Railway PES-KPI Definition

Appearance: Includes cleanliness, and graffiti ratings in cars and stations.

Equipment: Includes the functionality of door panels, lighting, and climate control in cars.

Information:

Includes the functionality of MetroCard Vending Machines, turnstiles

and station attendant booths.

PES-KPI is a composite indicator for the Staten Island Railway car and station environments,

which consists of three indicators designed to reflect customer experiences.

Includes the ratings for maps, employees in proper uniforms, and subway

car announcements and signage.

Section 3: Passenger Environment

The metrics in this section affect the customer experience in terms of cleanliness and the

functionality of the equipment they encounter on their travels.

Subway Car PES-KPI is a composite indicator for subway car environments, which consists of

three categories designed to reflect customer experience. The Appearance category accounts

for 34% of the KPI calculation, and the Equipment and Information categories account for 33%

each.

Station PES-KPI is a composite indicator for station environments. It consists of three

categories designed to reflect customer experience. The Appearance category accounts for

37% of the KPI calculation, the Equipment category accounts for 31%, and the Information

category accounts for 32%.


________________________________________________________________________________

KPI Appearance Equipment Information KPI Appearance Equipment Information KPI

Subdivision A 94.8% 91.2% 97.4% 95.8% 94.9% 93.0% 97.7% 94.1% -0.1%

Subdivision B 94.2% 89.4% 97.3% 96.0% 94.9% 90.7% 98.4% 95.7% -0.7%

Systemwide 94.4% 90.0% 97.3% 96.0% 94.9% 91.5% 98.2% 95.1% -0.5%

Subway Car Passenger Environment Survey Discussion

Subway Car Passenger Environment Survey (PES-KPI)

Dec 16 - Nov 17Dec 17 - Nov 18

12-Month Rolling Average

%

Difference

75%

80%

85%

90%

95%

100%

PES-KPI Appearance Equipment Information

• Subway Car PES Key Performance Indicator (KPI) declined by -0.5% but was stable with the prior

month.

Desired trend

X18AO

X18AO



Borough KPI Appearance Equipment Information KPI Appearance Equipment Information KPI

Bronx 90.2% 82.9% 99.1% 89.9% 89.9% 83.2% 98.9% 89.0% +0.3%

Manhattan 91.9% 87.4% 99.1% 90.0% 92.1% 89.0% 98.8% 89.2% -0.2%

Brooklyn 91.3% 85.8% 99.3% 90.0% 91.7% 87.3% 99.0% 89.9% -0.4%

Queens 90.4% 85.5% 99.4% 87.3% 90.6% 88.3% 99.0% 85.0% -0.2%

Systemwide 91.2% 85.8% 99.2% 89.5% 91.4% 87.4% 98.9% 88.7% -0.2%

Station Passenger Environment Survey Discussion

Dec 17 - Nov 18 Dec 16 - Nov 17

Station Passenger Environment Survey (PES-KPI)12-Month Rolling Average

%

Difference

60%

65%

70%

75%

80%

85%

90%

95%

100%


• Station Passenger Environment Survey (PES-KPI) declined by -0.2%.

• Scores for Equipment and Information improved, offset by a decrease in Appearance scores.

Desired trend

X19AO

X19AO




91.7% 90.0% 97.7% 90.7%

90.3% 86.6% 96.7% 93.2%

% Difference: +1.4% +3.4% +1.0% -2.5%

SIR Discussion

Staten Island Railway

Passenger Environment Survey (SIR PES-KPI)12-Month Rolling Average

Dec 17 - Nov 18:

Dec 16 - Nov 17:

60%

65%

70%

75%

80%

85%

90%

95%

100%


• Staten Island Railway Passenger Environment Survey increased by 1.4%.

o Appearance and Equipment scores increased by 3.4% and 1.0%, respectively, while

the Information score decreased by 2.5%.

Desired trend

X20AO

X20AO




Wait Assessment (Weekday and Weekend)

Terminal On-Time Performance (Weekday and Weekend)

Train Delays (Weekday and Weekend)

Section 4: Legacy Indicators

The metrics in this section have been shared with the public for many years. While less

reflective of the customer experience, they are included here for continuity purposes.

Wait Assessment is measured as the percentage of intervals between trains that are no

more than the scheduled interval plus 25%. Minor gaps are more than 25% to 50% over the

scheduled headway, medium gaps are more than 50% to 100% over the scheduled

headway, and major gaps are more than 100% over the scheduled headway, or missed

intervals. This is measured from 6am to midnight.

Terminal On-Time Performance is the percentage of scheduled trains arriving at the

terminal locations within five minutes of their scheduled arrival time during a 24-hour period.

An on-time train is defined as a train arriving at its destination terminal on-time, early, or no

more than five minutes late, and that has not skipped any planned station stops.

Train delays are the number of trains that arrived at terminal locations more than five

minutes late, or that has skipped any planned station stops during a 24-hour period.


________________________________________________________________________________

Monthly 12 month Monthly 12 month Monthly

Meets Monthly GAP Meets Meets Monthly GAP Meets Standard

Line Standard Minor Medium Major Standard Standard Minor Medium Major Standard Difference

1 74.9% 10.0% 7.9% 7.2% 75.4% 77.0% 9.6% 7.8% 5.6% 76.4% -2.1%

2 68.9% 10.7% 10.4% 9.9% 67.4% 64.9% 10.9% 11.8% 12.4% 66.5% +4.0%

3 71.9% 11.4% 9.2% 7.5% 70.3% 68.6% 12.2% 11.1% 8.0% 70.8% +3.3%

4 69.7% 10.9% 9.5% 9.9% 66.9% 64.8% 10.3% 11.1% 13.8% 66.8% +4.9%

5 67.1% 10.9% 10.3% 11.7% 64.3% 59.2% 10.7% 12.9% 17.2% 61.3% +7.9%

6 71.3% 9.3% 9.0% 10.4% 67.8% 66.0% 10.3% 11.1% 12.6% 67.9% +5.3%

7 69.4% 10.2% 10.1% 10.3% 67.0% 70.4% 11.7% 10.0% 7.9% 70.9% -1.0%

S 42nd 93.4% 3.2% 1.9% 1.5% 93.7% 94.7% 2.8% 1.6% 0.9% 94.5% -1.3%

Subdivision A 71.4% 10.2% 9.2% 9.3% 69.3% 68.1% 10.4% 10.5% 11.0% 69.4% +3.3%

A 67.4% 9.4% 10.4% 12.8% 66.8% 66.8% 9.2% 10.4% 13.6% 68.4% +0.6%

B 70.7% 12.2% 10.0% 7.1% 72.0% 69.5% 11.6% 10.7% 8.2% 74.0% +1.2%

C 72.8% 11.5% 9.5% 6.2% 71.2% 68.2% 13.8% 10.8% 7.2% 71.7% +4.6%

D 70.5% 11.9% 10.5% 7.1% 70.6% 70.1% 11.8% 11.0% 7.1% 74.2% +0.4%

E 69.0% 11.5% 10.1% 9.4% 66.7% 68.3% 11.8% 10.6% 9.3% 68.9% +0.7%

F 69.1% 10.0% 10.2% 10.7% 68.7% 69.7% 10.1% 9.9% 10.3% 69.9% -0.6%

S Fkln 97.7% 0.5% 0.4% 1.3% 97.9% 97.5% 0.8% 1.0% 0.7% 98.7% +0.2%

G 80.5% 11.0% 5.8% 2.7% 80.1% 80.1% 11.4% 6.0% 2.6% 81.2% +0.4%

S Rock 95.0% 2.6% 1.3% 1.1% 93.5% 93.2% 3.5% 1.8% 1.5% 94.4% +1.8%

JZ 73.8% 11.1% 8.8% 6.3% 75.5% 76.6% 10.6% 7.8% 5.0% 76.6% -2.8%

L 77.7% 11.5% 7.3% 3.5% 76.1% 78.1% 11.4% 7.2% 3.3% 78.1% -0.4%

M 71.4% 11.0% 9.3% 8.3% 71.9% 73.1% 10.4% 9.0% 7.5% 72.9% -1.7%

N 69.8% 11.6% 9.9% 8.7% 69.5% 70.8% 11.5% 9.4% 8.3% 72.8% -1.0%

Q 69.6% 11.2% 10.1% 9.0% 74.0% 74.5% 10.8% 8.9% 5.8% 75.6% -4.9%

R 70.1% 10.5% 10.0% 9.5% 69.6% 71.0% 11.0% 9.4% 8.7% 73.2% -0.9%

W 71.4% 10.2% 9.2% 9.2% 70.4% 69.5% 11.0% 9.8% 9.7% 71.0% +1.9%

Subdivision B 71.8% 10.8% 9.3% 8.1% 71.6% 72.0% 10.9% 9.3% 7.8% 73.4% -0.2%

Systemwide 71.6% 10.5% 9.2% 8.6% 70.6% 70.2% 10.7% 9.8% 9.3% 71.5% +1.4%

Weekday Wait Assessment Discussion

Subway Weekday Wait Assessment(6 am - midnight)

Nov 18 Nov 17

• November 2018 weekday Wait Assessment improved 1.4% compared to November 2017.

• The largest increases were on the 4, 5, and 6 lines due in part to improved schedules implemented earlier

this year, which have allowed for improved dispatching and service management.

• The largest decrease was on the Q, due in part to disruptive incidents that affected service on the line.

X22AO



Monthly 12 month Monthly 12 month Monthly

Meets Monthly GAP Meets Meets Monthly GAP Meets Standard

Line Standard Minor Medium Major Standard Standard Minor Medium Major Standard Difference

1 84.6% 8.9% 4.7% 1.7% 82.1% 66.5% 14.3% 11.9% 7.2% 79.4% +18.1%

2 74.7% 12.0% 9.4% 3.9% 69.4% 59.3% 14.3% 14.5% 12.0% 70.2% +15.4%

3 83.6% 9.1% 4.3% 3.0% 84.1% 83.7% 8.8% 4.7% 2.8% 85.4% -0.1%

4 69.2% 11.1% 11.0% 8.7% 67.6% 64.3% 11.3% 12.3% 12.1% 71.2% +4.9%

5 84.0% 9.8% 5.0% 1.2% 73.9% 68.0% 14.4% 11.7% 5.8% 74.6% +16.0%

6 80.4% 9.0% 6.1% 4.4% 80.5% 77.1% 9.5% 7.8% 5.6% 82.3% +3.3%

7 82.4% 9.4% 5.0% 3.2% 77.5% 88.1% 8.2% 2.9% 0.7% 80.0% -5.7%

S 42nd 98.6% 0.5% 0.4% 0.5% 98.5% 98.6% 0.8% 0.4% 0.2% 98.1% 0.0%

Subdivision A 79.5% 9.7% 6.8% 4.1% 76.3% 71.2% 11.6% 10.0% 7.2% 77.7% +8.3%

A 69.2% 11.3% 10.9% 8.6% 71.9% 64.4% 12.9% 11.7% 11.0% 73.3% +4.8%

C 74.9% 11.5% 8.5% 5.1% 74.0% 69.5% 13.3% 11.1% 6.1% 78.6% +5.4%

D 76.6% 12.2% 7.6% 3.5% 75.5% 74.5% 11.2% 8.4% 6.0% 79.4% +2.1%

E 83.1% 10.2% 4.6% 2.1% 80.3% 79.2% 11.2% 6.7% 2.9% 81.6% +3.9%

F 78.7% 10.8% 6.5% 3.9% 77.7% 78.9% 9.9% 7.3% 3.9% 79.1% -0.2%

S Fkln 97.7% 1.1% 0.1% 1.0% 98.4% 97.8% 0.9% 0.6% 0.6% 98.7% -0.1%

G 86.9% 8.9% 2.7% 1.5% 86.2% 84.5% 9.1% 4.9% 1.5% 85.7% +2.4%

S Rock 93.4% 4.3% 0.5% 1.7% 93.9% 96.2% 2.6% 1.0% 0.1% 95.3% -2.8%

JZ 85.3% 9.0% 4.3% 1.4% 84.6% 81.0% 7.9% 5.3% 5.8% 85.7% +4.3%

L 80.1% 9.2% 6.0% 4.7% 78.9% 81.4% 10.3% 5.3% 3.0% 79.0% -1.3%

M 80.4% 10.1% 6.2% 3.2% 86.6% 93.2% 4.5% 1.5% 0.8% 90.0% -12.8%

N 76.1% 11.5% 8.3% 4.1% 72.3% 74.5% 10.6% 7.9% 7.0% 77.9% +1.6%

Q 81.4% 8.6% 6.1% 4.0% 80.0% 81.6% 9.6% 6.4% 2.4% 82.4% -0.2%

R 78.7% 11.6% 6.7% 3.0% 74.4% 68.3% 13.2% 10.5% 8.0% 73.9% +10.4%

Subdivision B 79.0% 10.4% 6.6% 4.0% 77.9% 76.6% 10.6% 7.6% 5.2% 79.8% +2.4%

Systemwide 79.2% 10.1% 6.7% 4.1% 77.2% 74.4% 11.0% 8.6% 6.1% 78.9% +4.8%

Weekend Wait Assessment Discussion

Subway Weekend Wait Assessment(6 am - midnight)

Nov 18 Nov 17

Note: B and W Lines do not operate on weekends.

• November 2018 weekend Wait Assessment improved 4.8% compared to November 2017.

• The largest changes in wait assessment were due to differences in planned work and their impact on

individual lines.

X23AO




1 74.4% 69.6% +4.8%

2 61.0% 24.9% +36.1%

3 73.5% 41.3% +32.2%

4 62.8% 27.0% +35.8%

5 72.7% 25.2% +47.5%

6 67.6% 47.6% +20.0%

7 74.8% 69.2% +5.6%

S 42nd 99.6% 98.7% +0.9%

Subdivision A 75.0% 56.7% +18.3%

A 52.3% 49.7% +2.6%

B 50.9% 46.5% +4.4%

C 61.6% 56.3% +5.3%

D 54.5% 45.4% +9.1%

E 65.4% 61.5% +3.9%

F 51.1% 46.4% +4.7%

S Fkln 99.1% 99.6% -0.5%

G 69.0% 70.3% -1.3%

S Rock 96.2% 93.7% +2.5%

JZ 59.9% 70.9% -11.0%

L 95.0% 96.6% -1.6%

M 56.5% 76.0% -19.5%

NW 60.8% 67.3% -6.5%

Q 69.8% 64.6% +5.2%

R 46.8% 63.9% -17.1%

Subdivision B 65.9% 66.6% -0.7%

Systemwide 69.9% 62.3% +7.6%

Weekday Terminal On-Time Performance Discussion

(24 hours)

Subway Weekday Terminal On-Time PerformanceMonthly

• November 2018 weekday On-Time Performance was 69.9%, an improvement of 7.6% vs. November 2017.

• The largest increases were on the A-Division lines that had improved schedules implemented earlier this year,

which have allowed for better dispatching and service management.

• The largest decreases were on the J/Z, M, and R lines due in part to significant and disruptive planned work,

as well as major incidents that affected these lines.

X24AO




1 86.0% 59.5% +26.5%

2 41.0% 12.5% +28.5%

3 49.0% 54.5% -5.5%

4 56.0% 23.5% +32.5%

5 77.6% 37.2% +40.4%

6 69.6% 50.7% +18.9%

7 90.2% 92.4% -2.2%

S 42nd 99.8% 99.6% +0.2%

Subdivision A 73.9% 59.4% +14.5%

A 58.9% 58.2% +0.7%

C 65.7% 51.5% +14.2%

D 68.8% 46.0% +22.8%

E 78.2% 52.9% +25.3%

F 58.1% 51.0% +7.1%

S Fkln 99.6% 99.9% -0.3%

G 74.4% 76.9% -2.5%

S Rock 93.8% 95.2% -1.4%

JZ 85.6% 89.2% -3.6%

L 91.2% 95.3% -4.1%

M 86.0% 99.0% -13.0%

N 61.2% 54.3% +6.9%

Q 79.7% 81.7% -2.0%

R 64.2% 49.2% +15.0%

Subdivision B 76.3% 72.3% +4.0%

Systemwide 75.3% 67.3% +8.0%

Weekend Terminal On-Time Performance Discussion

Note: B and W Lines do not operate on weekends.

(24 hours)

Subway Weekend Terminal On-Time PerformanceMonthly

• November 2018 weekend On-Time Performance was 75.3%.

• The largest changes in weekend OTP were due to differences in planned work and their impact on

individual lines.

X25AO

X25AO



Delay Categories

Trains

Delayed

Delayed

Trains Per

Day (21)

% of

Delayed

Trains

Track Failures and Emergency Remediation 2,540 121 4.9%

Rail and Roadbed 2,214 105 4.3%

Fire, Smoke, Debris 326 16 0.6%

Signal Failures and Emergency Remediation 5,981 285 11.5%

Subway Car 1,894 90 3.6%

Door-Related 587 28 1.1%

Propulsion 223 11 0.4%

Braking 447 21 0.9%

Other 637 30 1.2%

Other Unplanned Disruptions (e.g. station defect) 425 20 0.8%

Train Brake Activation - cause unknown 281 13 0.5%

Service Delivery (e.g., crew performance) 1,171 56 2.3%

External 10,011 477 19.3%

Public Conduct, Crime, Police Response 2,892 138 5.6%

Sick/Injured Customer 2,075 99 4.0%

Persons on Roadbed (including persons struck by train) 1,856 88 3.6%

External Debris on Roadbed (e.g., trees, shopping cart) 146 7 0.3%

Other Passenger-Related (e.g., retrieval of property from track) 972 46 1.9%

Public Event (e.g., civil demonstration, parade) 298 14 0.6%

Inclement Weather 1,751 83 3.4%

Other External Disruptions 21 1 0.0%

Operating Environment 18,640 888 35.9%

Planned Right-of-Way Work 11,021 525 21.2%

Total Trains Delayed 51,964 2,474 100%

Baseline average daily delays for January-June 2018 2,939

Target average daily delays to achieve reduction of 10,000 monthly delays 2,570

% to Target 126%

Note: Based on new electronic feeds. Root cause analysis and improved categorization of delays are

ongoing.

Subway Weekday Trains DelayedMonthly - November 2018

(24 hours)



Delay Categories

Trains

Delayed

Delayed

Trains Per

Day (9)

% of

Delayed

Trains

Track Failures and Emergency Remediation 568 63 4.8%

Rail and Roadbed 498 55 4.2%

Fire, Smoke, Debris 70 8 0.6%

Signal Failures and Emergency Remediation 853 95 7.2%

Subway Car 244 27 2.0%

Door-Related 75 8 0.6%

Propulsion 20 2 0.2%

Braking 93 10 0.8%

Other 56 6 0.5%

Other Unplanned Disruptions (e.g. station defect) 204 23 1.7%

Train Brake Activation - cause unknown 4 0 0.0%

Service Delivery (e.g., crew performance) 368 41 3.1%

External 1,733 193 14.5%

Public Conduct, Crime, Police Response 732 81 6.1%

Sick/Injured Customer 244 27 2.0%

Persons on Roadbed (including persons struck by train) 114 13 1.0%

External Debris on Roadbed (e.g., trees, shopping cart) 11 1 0.1%

Other Passenger-Related (e.g., retrieval of property from track) 150 17 1.3%

Public Event (e.g., civil demonstration, parade) 168 19 1.4%

Inclement Weather 141 16 1.2%

Other External Disruptions 173 19 1.5%

Operating Environment 2,341 260 19.6%

Planned Right-of-Way Work 5,599 622 47.0%

Total Trains Delayed 11,914 1,324 100%

Baseline average daily delays for January-June 2018 1,944

Target average daily delays to achieve reduction of 10,000 monthly delays 1,700

% to Target 254%

Subway Weekend Trains DelayedMonthly - November 2018

(24 hours)

Note: Based on new electronic feeds. Root cause analysis and improved categorization of delays are

ongoing.



Customer Service Report: Buses Darryl C. Irick, President, MTA Bus Company; Senior Vice President, NYCT Department of Buses

Continuing a holiday season tradition, vintage buses are now in service on the M42 bus route along 42nd Street in Manhattan on weekdays from 9 a.m. to 5 p.m., until December 22. These buses, manufactured by General Motors and Mack, operated in passenger service from the late 1940s through the early 1970s.


December 2018 Highlights: Buses

Preliminary metrics in November show a slight decline in bus performance against last year, due in part to severe weather experienced over three specific days during the month.

We continue to focus on bus performance and the basics. As part of our Fast Forward commitment, we have implemented multiple initiatives to improve reliability, including one to reduce the occurrence of bus bunching that resulted in gaps and unpredictable service for customers. This initiative, launched in June, targets bunching on high-priority routes in every borough and focuses on improved route management and dispatching practices. One key to the success of this effort has been the engagement of frontline staff. Managers shared best practices and effective service adjustments with dispatchers. A specific emphasis was placed on active solicitation of feedback throughout the ranks, making this a truly bottom-up initiative. Since June, bunching on weekdays system-wide is down 5% as compared to the same period last year. Of the 18 routes targeted, 13 showed improvement, with an average reduction in bunching of almost 10%. We have incorporated this initiative into our broader priority route initiative and will provide updates on performance in the new year.

We remain deeply committed to the success of our first network redesign in Staten Island. To that end, we have collaborated with all stakeholders toward improving service for our customers, incorporating feedback and implementing changes where needed. I am pleased to report that Staten Island express bus service speeds were up 10% in November against the same period last year. Our customers can expect to see more service improvements in 2019, including two new routes in January, trip additions, and extensions to existing routes. For specifics on these service adjustments, please visit our website at https://new.mta.info/SIM-Bus-Network-Redesign. Other Fast Forward commitments we are implementing include the network redesigns in Staten Island and the Bronx, implementing a new SBS route, increasing the frequency of off-peak service, implementing Transit Signal Priority on additional routes, and installing digital information screens on buses. In addition, we have been collaborating closely with our partners at the New York City Department of Transportation (NYC DOT) and the New York Police Department (NYPD) on many of these and other initiatives to clear the right of way for our buses.

As we end this year, I want to thank my entire team for their hard work and dedication, and for the service they provide for this great City every day. And, from the Buses team we wish to thank the MTA Board, our MTA colleagues, our partners at NYC DOT and NYPD, our customers, and the community, for all the support you provide us throughout the year. We look forward to our continued work together to make bus service the best it can be. Have a happy and very safe holiday.

Darryl C. Irick President, MTA Bus Company Senior Vice President, NYCT Department of Buses


https://new.mta.info/SIM-Bus-Network-Redesign

https://new.mta.info/SIM-Bus-Network-Redesign

Current Month: November 2018 12-Month Average


Service Delivered (Chart 1) 96.3% 97.2% -0.9% 97.1% 97.1% 0.0%

Additional Bus Stop Time (h:mm:ss) (Chart 3) 0:01:59 0:01:56 0:00:03 0:01:47 N/A N/A

Additional Travel Time (h:mm:ss) (Chart 5) 0:01:19 0:01:19 0:00:00 0:00:54 N/A N/A

Customer Journey Time Performance (Chart 7) 68.2% 68.5% -0.3% 71.7% N/A N/A

Mean Distance Between Failures (Chart 9) 7,192 7,164 +0.4% 6,428 6,471 -0.7%

Speed (MPH) (Chart 11) 8.0 7.8 +2.6% 8.0 8.0 0.0%

Passenger

EnvironmentPassenger Environment Survey (Chart 13)

Wait Assessment (Chart 14) 75.0% 76.5% -1.5% 77.5% 77.7% -0.2%

System MDBSI (Chart 16) 2,794 2,895 -3.5% 2,783 2,838 -1.9%

NYCT Bus 2,596 2,686 -3.4% 2,598 2,676 -2.9%

MTA Bus 3,720 3,868 -3.8% 3,599 3,520 +2.2%

System Trips Completed (Chart 17) 98.9% 99.4% -0.5% 99.1% 99.2% -0.1%

NYCT Bus 99.0% 99.3% -0.3% 99.1% 99.2% -0.1%

MTA Bus 98.8% 99.5% -0.7% 99.2% 99.1% +0.1%

System AM Pull Out (Chart 18) 99.8% 99.9% -0.1% 99.8% 99.8% 0.0%

NYCT Bus 99.9% 99.9% 0.0% 99.8% 99.8% 0.0%

MTA Bus 99.4% 99.9% -0.5% 99.7% 99.6% +0.1%

System PM Pull Out (Chart 19) 99.7% 99.9% -0.2% 99.8% 99.9% -0.1%

NYCT Bus 99.8% 99.9% -0.1% 99.9% 99.9% 0.0%

MTA Bus 99.5% 100.0% -0.5% 99.8% 99.8% 0.0%

System Buses>=12 years 22.0% 22.5%

NYCT Bus 17.7% 22.7%

MTA Bus 39.0% 21.8%

System Fleet Age 8.1 8.0

NYCT Bus 7.6 7.5

MTA Bus 10.0 9.6

System refers to the combined results of NYCT Bus and MTA Bus

Legacy

Indicators

Bus Report

Performance Indicator

Bus Report Performance Indicators

Category

Customer

Focused

Metrics

Inputs To

Operations

Due to the shortened reporting cycle, this month the metrics in this report are preliminary and subject to change.



Service Delivered

Additional Bus Stop Time (ABST)

Additional Travel Time (ATT)

Customer Journey Time Performance (CJTP)

Section 1: Customer Focused Metrics

Customer Journey Time Performance (CJTP) measures the percentage of customers who

complete their journey (ABST + ATT) within 5 minutes of the scheduled time. This is a new

indicator for the MTA, but is used by other transit agencies to measure service. CJTP is

measured using customers’ MetroCard swipes on buses combined with GPS tracking data

from buses. CJTP is measured from 4 a.m. to 11 p.m.

Additional Bus Stop Time (ABST) is the average added time that customers wait at a stop

for a bus, compared with their scheduled wait time. The measure assumes customers arrive

at the bus stop uniformly, except for routes with longer headways, where customers arrive

more closely aligned to the schedule. ABST (sometimes referred to as Excess Wait Time) is

a new indicator for the MTA, but is considered an industry best practice worldwide. ABST is

measured using customers’ MetroCard swipes on buses combined with GPS tracking data

from buses. ABST is measured from 4 a.m. to 11 p.m.

The metrics in this section measure bus performance as it affects our passengers. By

focusing on how closely actual service matches schedules and how much longer

passengers must wait and ride compared to schedules, these measures collectively reflect

customer experience.

Additional Travel Time (ATT) is the average additional time customers are onboard the bus

compared to the scheduled time. ATT (sometimes referred to as Excess In-Vehicle Travel

Time) is a new indicator for the MTA, but is considered an industry best practice worldwide.

ATT is measured using customers’ MetroCard swipes on buses combined with GPS

tracking data from buses. ATT is measured from 4 a.m. to 11 p.m.

Service Delivered (sometimes referred to as throughput) measures our ability to deliver the

scheduled service. It is calculated as the percentage of scheduled bus trips that are actually

provided during peak hours. Service Delivered is measured at the peak load point, which is

the stop on the route where the bus is most crowded, using GPS tracking data from buses

as well as bus depot operations records.

• Peak Hours – 7 a.m. to 9 a.m. and 4 p.m. to 7 p.m.




Bronx 95.7% 97.9% -2.2% 97.3% 97.8% -0.5%

Brooklyn 96.9% 96.8% +0.1% 97.3% 97.1% +0.2%

Manhattan 96.8% 97.8% -1.0% 97.2% 97.0% +0.2%

Queens 96.1% 96.9% -0.8% 96.8% 96.8% 0.0%

Staten Island 95.9% 96.7% -0.8% 96.8% 96.7% +0.1%

Systemwide 96.3% 97.2% -0.9% 97.1% 97.1% 0.0%

Service Delivered Discussion


Service Delivered(Peak Hours)

97.2%

96.3%

70%

75%

80%

85%

90%

95%

100%


• Preliminary metrics on Service Delivered in November 2018 decreased by 0.9% as compared to November 2017 and remained the same on a 12-month average as compared to last year.

• This slight decline was due in part to severe weather experienced over three specific days during the month. Buses continues to focus on performance improvement, identifying root causes and implementing corrective actions where necessary.

Desired trend



Borough Nov 18 Nov 17 Difference

Bronx 95.7% 97.9% -2.2%

Bronx Local/Limited 95.6% 97.9% -2.3%

Bronx Select Bus Service 96.1% 97.5% -1.4%

Bronx Express 95.8% 97.8% -2.0%

Brooklyn 96.9% 96.8% +0.1%

Brooklyn Local/Limited 96.8% 96.9% -0.1%

Brooklyn Select Bus Service 95.9% 95.1% +0.8%

Brooklyn Express 98.1% 97.2% +0.9%

Manhattan 96.8% 97.8% -1.0%

Manhattan Local/Limited 96.4% 97.5% -1.1%

Manhattan Select Bus Service 98.2% 98.8% -0.6%

Manhattan Express N/A N/A N/A

Queens 96.1% 96.9% -0.8%

Queens Local/Limited 95.8% 96.9% -1.1%

Queens Select Bus Service 100.1% 98.8% +1.3%

Queens Express 96.4% 96.7% -0.3%

Staten Island 95.9% 96.7% -0.8%

Staten Island Local/Limited 96.0% 97.1% -1.1%

Staten Island Select Bus Service 97.2% 99.1% -1.9%

Staten Island Express 95.8% 96.1% -0.3%

Systemwide 96.3% 97.2% -0.9%

Systemwide Local/Limited 96.1% 97.2% -1.1%

Systemwide Select Bus Service 97.7% 97.9% -0.2%

Systemwide Express 96.3% 96.7% -0.4%

Service DeliveredMonthly

(Peak Hours)




Bronx 0:01:58 0:01:49 +0:00:09 0:01:42 N/A N/A

Brooklyn 0:02:07 0:02:07 0:00:00 0:01:56 N/A N/A

Manhattan 0:01:46 0:01:42 +0:00:04 0:01:32 N/A N/A

Queens 0:01:57 0:01:56 +0:00:01 0:01:46 N/A N/A

Staten Island 0:02:13 0:02:13 0:00:00 0:02:07 N/A N/A

Systemwide 0:01:59 0:01:56 0:00:03 0:01:47 N/A N/A

Additional Bus Stop Time Discussion

Additional Bus Stop Time (4 a.m. - 11 p.m.)

(h:mm:ss)


0:01:56

0:01:59

0:00:00

0:00:15

0:00:30

0:00:45

0:01:00

0:01:15

0:01:30

0:01:45

0:02:00

h:m

m:s

s

Monthly

• Preliminary metrics on Additional Bus Stop Time showed a performance decline from 0:01:56 in November

2017 to 0:01:59 in November 2018.

• The decline was due in part to severe weather experienced over three specific days during the month. Buses

continues to focus on performance improvement by identifying root cause and implementing corrective

actions where necessary.

Desired trend




Bronx 0:01:58 0:01:49 +0:00:09

Bronx Local/Limited 0:01:59 0:01:50 +0:00:09

Bronx Select Bus Service 0:01:36 0:01:26 +0:00:10

Bronx Express 0:02:55 0:02:45 +0:00:10

Brooklyn 0:02:07 0:02:07 0:00:00

Brooklyn Local/Limited 0:02:09 0:02:10 -0:00:01

Brooklyn Select Bus Service 0:01:35 0:01:20 +0:00:15

Brooklyn Express 0:02:17 0:02:09 +0:00:08

Manhattan 0:01:46 0:01:42 +0:00:04

Manhattan Local/Limited 0:01:56 0:01:49 +0:00:07

Manhattan Select Bus Service 0:01:18 0:01:23 -0:00:05


Queens 0:01:57 0:01:56 +0:00:01

Queens Local/Limited 0:01:59 0:01:58 +0:00:01

Queens Select Bus Service 0:01:30 0:01:17 +0:00:13

Queens Express 0:02:36 0:02:32 +0:00:04

Staten Island 0:02:13 0:02:13 0:00:00

Staten Island Local/Limited 0:02:29 0:02:26 +0:00:03

Staten Island Select Bus Service 0:01:31 0:01:32 -0:00:01

Staten Island Express 0:01:45 0:01:50 -0:00:05

Systemwide 0:01:59 0:01:56 +0:00:03

Systemwide Local/Limited 0:02:03 0:02:00 +0:00:03

Systemwide Select Bus Service 0:01:27 0:01:23 +0:00:04

Systemwide Express 0:02:12 0:02:11 +0:00:01

Additional Bus Stop Time (4 a.m. - 11 p.m.)

(h:mm:ss)




Bronx 0:01:24 0:01:17 +0:00:07 0:01:02 N/A N/A

Brooklyn 0:01:14 0:01:18 -0:00:04 0:00:53 N/A N/A

Manhattan 0:00:55 0:00:53 +0:00:02 0:00:30 N/A N/A

Queens 0:01:28 0:01:29 -0:00:01 0:01:01 N/A N/A

Staten Island 0:01:41 0:01:48 -0:00:07 0:00:53 N/A N/A

Systemwide 0:01:19 0:01:19 0:00:00 0:00:54 N/A N/A

Additional Travel Time Discussion

(h:mm:ss)


Additional Travel Time(4 a.m. - 11 p.m.)

0:01:19

0:01:19

0:00:00

0:00:15

0:00:30

0:00:45

0:01:00

0:01:15

0:01:30

0:01:45

0:02:00

h:m

m:s

s

Monthly

• Preliminary metrics on Additional Travel Time for November 2018 remained the same as November 2017

at 0:01:19.

• Performance in November 2018 was impacted in part due to severe weather experienced over three

specific days during the month. Buses continues to focus on performance improvement by identifying root

cause and implementing corrective actions where necessary.

Desired trend




Bronx 0:01:24 0:01:17 +0:00:07

Bronx Local/Limited 0:01:10 0:01:07 +0:00:03

Bronx Select Bus Service 0:01:52 0:01:33 +0:00:19

Bronx Express 0:08:18 0:08:19 -0:00:01

Brooklyn 0:01:14 0:01:18 -0:00:04

Brooklyn Local/Limited 0:01:10 0:01:18 -0:00:08

Brooklyn Select Bus Service 0:01:35 0:00:54 +0:00:41

Brooklyn Express 0:03:09 0:03:53 -0:00:44

Manhattan 0:00:55 0:00:53 +0:00:02

Manhattan Local/Limited 0:01:06 0:00:59 +0:00:07

Manhattan Select Bus Service 0:00:29 0:00:37 -0:00:08


Queens 0:01:28 0:01:29 -0:00:01

Queens Local/Limited 0:01:20 0:01:20 0:00:00

Queens Select Bus Service 0:01:06 0:01:19 -0:00:13

Queens Express 0:09:29 0:08:37 +0:00:52

Staten Island 0:01:41 0:01:48 -0:00:07

Staten Island Local/Limited 0:01:00 0:00:57 +0:00:03

Staten Island Select Bus Service 0:01:32 0:01:34 -0:00:02

Staten Island Express 0:03:25 0:04:26 -0:01:01

Systemwide 0:01:19 0:01:19 0:00:00

Systemwide Local/Limited 0:01:12 0:01:13 -0:00:01

Systemwide Select Bus Service 0:01:06 0:01:02 +0:00:04

Systemwide Express 0:05:30 0:05:53 -0:00:23

Additional Travel TimeMonthly (4 a.m. - 11 p.m.)

(h:mm:ss)




Bronx 68.4% 69.6% -1.2% 71.6% N/A N/A

Brooklyn 67.3% 67.4% -0.1% 70.6% N/A N/A

Manhattan 71.6% 72.5% -0.9% 75.5% N/A N/A

Queens 67.8% 67.6% +0.2% 71.4% N/A N/A

Staten Island 63.6% 63.5% +0.1% 68.1% N/A N/A

Systemwide 68.2% 68.5% -0.3% 71.7% N/A N/A

Customer Journey Time Performance Discussion


Customer Journey Time Performance(4 a.m. - 11 p.m.)

68.5%

68.2%

50%

55%

60%

65%

70%

75%

80%

85%

90%

95%

100%

Monthly

• Preliminary metrics on Customer Journey Time Performance in November 2018 decreased by 0.3% as

compared to November 2017.

• The decline was due in part to severe weather experienced over three specific days during the month.

Buses continues to focus on performance improvement by identifying root cause and implementing

corrective actions where necessary.

Desired trend




Bronx 68.4% 69.6% -1.2%



Bronx Express 35.2% 33.9% +1.3%

Brooklyn 67.3% 67.4% -0.1%

Brooklyn Local/Limited 67.4% 67.1% +0.3%

Brooklyn Select Bus Service 68.4% 75.8% -7.4%

Brooklyn Express 54.2% 52.1% +2.1%

Manhattan 71.6% 72.5% -0.9%


Manhattan Select Bus Service 77.5% 76.5% +1.0%


Queens 67.8% 67.6% +0.2%

Queens Local/Limited 68.3% 68.2% +0.1%

Queens Select Bus Service 70.4% 70.0% +0.4%


Staten Island 63.6% 63.5% +0.1%


Staten Island Select Bus Service 69.7% 69.5% +0.2%

Staten Island Express 53.7% 50.3% +3.4%

Systemwide 68.2% 68.5% -0.3%



Systemwide Express 45.7% 44.0% +1.7%

Customer Journey Time PerformanceMonthly




Mean Distance Between Failures (MDBF)

Bus Speeds

Bus speeds measure how quickly buses travel along their routes. The average end-to-end

speed is the total distance traveled along a route divided by the total time, using bus GPS

data.

Mean Distance Between Failures (MDBF) reports how frequently mechanical problems such

as engine failures or electrical malfunctions cause delays. It is calculated by dividing the

number of miles buses run in service by the number of incidents due to mechanical

problems.

MDBF numbers include weekdays and weekends. This borough and trip-type combinations

(Chart 10) are reported as a 12-month average.

Section 2: Inputs to Operations

The metrics in this section address how NYCT provides service to its customers by

measuring the reliability of bus performance and the impact of bus speed on operations.



Miles


Bronx 5,732 4,899 +17.0% 4,514 4,434 +1.8%

Brooklyn 6,648 6,664 -0.2% 6,259 6,796 -7.9%

Manhattan 4,443 4,216 +5.4% 3,803 3,565 +6.7%

Queens 7,405 8,538 -13.3% 7,216 7,150 +0.9%

Staten Island 20,265 23,225 -12.7% 19,287 21,992 -12.3%

Systemwide 7,192 7,164 +0.4% 6,428 6,471 -0.7%

Mean Distance Between Failures Discussion


Mean Distance Between Failures(24 Hours)

7,164 7,192

0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000

Mile

s


• Preliminary metric on Means Distance Between Failures improved by 0.4% from 7,164 in November 2017

to 7,192 in November 2018.

• The 12-month rolling average through November 2018 slightly decreased by 0.7%.

• Performance in November was impacted by severe weather experienced over three specific days during

the month. Buses continues to focus on performance improvement by identifying root cause and

implementing corrective actions where necessary.

Desired trend

X11AO

X11AO




Bronx 4,514 4,434 +1.8%

Bronx Local/Limited 3,803 3,720 +2.2%

Bronx Select Bus Service 5,891 5,172 +13.9%

Bronx Express 10,646 11,915 -10.7%

Brooklyn 6,259 6,796 -7.9%

Brooklyn Local/Limited 6,083 6,582 -7.6%

Brooklyn Select Bus Service 8,227 8,519 -3.4%

Brooklyn Express 8,660 11,721 -26.1%

Manhattan 3,803 3,565 +6.7%

Manhattan Local/Limited 3,411 3,246 +5.1%

Manhattan Select Bus Service 7,107 6,076 +17.0%


Queens 7,216 7,150 +0.9%

Queens Local/Limited 6,820 6,676 +2.2%

Queens Select Bus Service 12,026 12,618 -4.7%

Queens Express 7,913 9,346 -15.3%

Staten Island 19,287 21,992 -12.3%

Staten Island Local/Limited 17,282 20,112 -14.1%

Staten Island Select Bus Service 10,422 10,809 -3.6%

Staten Island Express 23,305 26,682 -12.7%

Systemwide 6,428 6,471 -0.7%

Systemwide Local/Limited 5,603 5,633 -0.5%

Systemwide Select Bus Service 8,385 7,527 +11.4%

Systemwide Express 12,373 14,389 -14.0%

Mean Distance Between Failures12 Month Rolling Average (24 Hours)

Miles



(MPH)


Bronx 7.3 7.4 -1.4% 7.4 7.5 -1.3%

Brooklyn 7.0 7.0 0.0% 7.1 7.1 0.0%

Manhattan 5.9 5.8 +1.7% 6.0 5.9 +1.7%

Queens 8.7 8.8 -1.1% 8.9 9.0 -1.1%

Staten Island 13.7 12.9 +6.2% 13.4 13.2 +1.5%

Systemwide 8.0 7.8 +2.6% 8.0 8.0 0.0%

Speed Discussion


Bus Speeds(24 Hours)

7.8 8.0

5

5.5

6

6.5

7

7.5

8

8.5

9

9.5

10

MP

H


• Preliminary metric on Bus Speeds improved by 2.6% from 7.8 mph in November 2017 to 8.0 mph in

November 2018.

• Speeds on Staten Island express buses improved by 9.9% from 15.1mph in November 2017 to 16.6mph

in November 2018.

Desired trend

X13AO

X13AO




Bronx 7.3 7.4 -1.4%

Bronx Local/Limited 6.7 6.8 -1.5%

Bronx Select Bus Service 8.5 8.5 0.0%

Bronx Express 10.8 10.8 0.0%

Brooklyn 7.0 7.0 0.0%

Brooklyn Local/Limited 6.8 6.8 0.0%

Brooklyn Select Bus Service 8.3 8.5 -2.4%

Brooklyn Express 11.8 11.6 +1.7%

Manhattan 5.9 5.8 +1.7%

Manhattan Local/Limited 5.5 5.5 0.0%

Manhattan Select Bus Service 7.5 7.2 +4.2%


Queens 8.7 8.8 -1.1%

Queens Local/Limited 8.4 8.5 -1.2%

Queens Select Bus Service 11.2 10.7 +4.7%

Queens Express 11.9 12.0 -0.8%

Staten Island 13.7 12.9 +6.2%

Staten Island Local/Limited 11.5 11.3 +1.8%

Staten Island Select Bus Service 14.2 14.3 -0.7%

Staten Island Express 16.6 15.1 +9.9%

Systemwide 8.0 7.8 +2.6%

Systemwide Local/Limited 7.4 7.3 +1.4%

Systemwide Select Bus Service 9.2 9.1 +1.1%

Systemwide Express 13.5 12.7 +6.3%

Bus SpeedsMonthly (24 Hours)

MPH




Passenger Environment Survey

Appearance: For example, do the buses appear clean? Are they free of graffiti?

Equipment: For example, do the heat, air conditioning, and wheelchair lift work?

Information:

Section 3: Passenger Environment

The metrics in this section affect the customer experience in terms of cleanliness and the

functionality of the equipment they encounter on their travels.

Passenger Environment Survey (PES) indicators combine the results of surveys of a number

of different aspects of bus vehicle and operating conditions in three categories:

Separate surveys are conducted for local and express buses. Express buses are only

surveyed for appearance and equipment indicators.

Surveys are conducted between 4 a.m. and 11 p.m. on weekdays. This number is reported as

a 12-month average.

For example, is the information helpful and appropriate? Are the electronic signs

correct? Are the announcements clear?



Appearance Equipment Information Appearance Equipment Information

Bronx 95.9% 98.4% 91.8% 94.6% 98.3% 92.8%

Brooklyn 96.9% 98.2% 91.5% 95.3% 97.9% 92.1%

Manhattan 94.9% 97.9% 94.3% 91.2% 98.1% 94.4%

Queens 97.6% 97.7% 91.5% 97.5% 97.4% 92.9%

Staten Island 95.6% 98.8% 91.9% 95.0% 97.7% 91.0%

Systemwide 96.3% 98.2% 92.2% 95.1% 97.8% 92.6%

Passenger Environment Survey Discussion

Passenger Environment Survey12-Month Rolling Average

Dec 17 - Nov 18 Dec 16 - Nov 17

• The information quality score decreased by 0.4% on a 12-month average due to a slight decline in bus

map availability and bus announcements. As part of the Fast Forward Plan, 1,000 buses will be retrofitted

with digital information screens by the end of 2018. The digital screens will offer audio and visual route

information and display next stop information, service advisories, bus maps, and travel information,

including transfers.

• Appearance improved by 1.2%, due to better litter and cleanliness scores.

• Equipment performance improved by 0.4% on a 12-month average.

75%

80%

85%

90%

95%

100%

Systemwide Appearance Systemwide information Systemwide Equipment

Desired trend

X16AO

X16AO




Wait Assessment

Bus Mean Distance Between Service Interruptions

Bus Percentage of Completed Trips

Bus AM Weekday Pull Out Performance

Bus PM Weekday Pull Out Performance

Bus Percentage of Completed Trips is the percent of trips completed system wide for the 12-

month period. The sytemwide metrics is the combined results of NYCT Bus and MTA Bus.

Bus AM Weekday Pull Out Performance is the percent of required buses and operators

available in the AM peak period. The sytemwide metric is the combined results of NYCT Bus

and MTA Bus.

Bus PM Weekday Pull Out Performance is the percent of required buses and operators

available in the PM peak period. The sytemwide metric is the combined results of NYCT Bus

and MTA Bus.

Section 4: Legacy Indicators

Wait Assessment (WA) measures how evenly buses are spaced. It is defined as the

percentage of actual intervals between buses that are no more than three minutes over the

scheduled interval for the morning (7 a.m.-9 a.m.) and afternoon (4 p.m.-7 p.m.) peak

periods and no more than five minutes over the scheduled interval for the rest of the day.

This measure provides a percentage of buses passing the standard, but it does not account

for extra service operated, it is not weighted to how many customers are waiting for buses at

different stops, it does not distinguish between relatively minor gaps in service and major

delays, and it is not a true measurement of time customers spend waiting at stops.

Bus Mean Distance Between Service Interruptions is the average distance traveled by a bus

between all delays and/or inconveniences to customers within a 12-month period. All road

calls caused by both mechanical and non-mechanical failures are included.

The metrics in this section have been shared with the public for many years. While less

reflective of the customer experience, they are included here for continuity purposes.




Bronx 74.2% 76.7% -2.5% 76.9% 77.5% -0.6%

Brooklyn 73.8% 74.8% -1.0% 76.1% 76.3% -0.2%

Manhattan 73.3% 74.8% -1.5% 76.2% 76.2% 0.0%

Queens 76.5% 77.5% -1.0% 79.0% 78.6% +0.4%

Staten Island 77.9% 79.9% -2.0% 80.2% 81.5% -1.3%

Systemwide 75.0% 76.5% -1.5% 77.5% 77.7% -0.2%

Wait Assessment


76.5%

75.0%

70%

75%

80%

85%

90%

95%

100%


Desired trend X18AO




Bronx 74.2% 76.7% -2.5%



Bronx Express 78.2% 79.9% -1.7%

Brooklyn 73.8% 74.8% -1.0%

Brooklyn Local/Limited 73.7% 74.6% -0.9%

Brooklyn Select Bus Service 77.9% 80.4% -2.5%

Brooklyn Express 75.0% 78.4% -3.4%

Manhattan 73.3% 74.8% -1.5%


Manhattan Select Bus Service 78.8% 78.8% +0.0%


Queens 76.5% 77.5% -1.0%

Queens Local/Limited 76.4% 77.4% -1.0%

Queens Select Bus Service 79.4% 81.4% -2.0%


Staten Island 77.9% 79.9% -2.0%


Staten Island Select Bus Service 78.8% 80.5% -1.7%

Staten Island Express 81.0% 80.0% +1.0%

Systemwide 75.0% 76.5% -1.5%



Systemwide Express 78.7% 79.5% -0.8%

Wait AssessmentMonthly




Systemwide 2,794 2,895 -3.5% 2,783 2,838 -1.9%


Systemwide 98.9% 99.4% -0.5% 99.1% 99.2% -0.1%


Bus Mean Distance Between Service Interruptions


Bus Percentage of Completed Trips

2,895

2,794

0

500

1,000

1,500

2,000

2,500

3,000

3,500

Mile

s

Chart 16Monthly 12-Month Average

99.4%98.9%

90%

92%

94%

96%

98%

100%


Desired trend

Desired trend

X20AO

X20AO




Systemwide 99.8% 99.9% -0.1% 99.8% 99.8% 0.0%


Systemwide 99.7% 99.9% -0.2% 99.8% 99.9% -0.1%

Bus PM Weekday Pull Out Performance


Bus AM Weekday Pull Out Performance


99.9% 99.8%

90%

92%

94%

96%

98%

100%


99.9% 99.7%

90%

92%

94%

96%

98%

100%


Desired trend

Desired trend

X21AO

X21AO



Customer Service Report: Paratransit Darryl C. Irick, President, MTA Bus Company;

Senior Vice President, NYCT Department of Buses

The bi-monthly Paratransit Advisory Committee (PAC) meeting was held at Paratransit’s

Headquarters on November 13. These meetings provide a forum for valuable customer and

community feedback and an open exchange of ideas and opinions. The Committee reviewed

and discussed paratransit issues affecting individuals with disabilities including service policies,

service availability, safety, and training.


December 2018 Highlights: Paratransit

Performance in October remained stable despite a 24% growth in ridership as compared to last year.

This month we are happy to report that we have rolled out the test version of MY AAR, a new feature in the MYmta app. MY AAR gives our Access-A-Ride customers more control, and more options than ever before, including the ability to:

• Schedule an AAR trip that will be serviced by a dedicated carrier or broker

• Track the carrier or broker vehicle’s progress on a scheduled ride

• See the dedicated and broker trip’s progress on a map while their ride is underway, and

• Rate their trip and driver – a first for Access-A-Ride

In building this part of the MYmta app, we worked closely with the Access-A-Ride community, holding workshops, sharing rides and more.

The test version of this new feature reflects feedback from the community, including their request that this feature be part of the central experience.

As a direct result, MY AAR is fully integrated into both the MYmta app and the new website, which means that Paratransit customers can also use the app or the website to see all accessible options for any trip – from subways and buses to the Long Island Rail Road and Metro-North. Going forward, we plan to continue the dialogue with all our customers and refine the MYmta experience in direct response to their needs.

Making Paratransit service responsive to our customers’ needs is a key tenet of Fast Forward. We have worked closely with the Paratransit Task Force, led by Commissioner Vanterpool, with a view to proactively improving the customer experience, communication, and transparency. Commissioner Vanterpool will be presenting 2018 Task Force highlights at the MTA Board meeting this month.

I would like to thank my Paratransit team for their hard work and dedication in implementing our Fast Forward initiatives in 2018. And, on behalf of the Paratransit team, I wish to thank Commissioner Vanterpool and the entire MTA Board, our MTA colleagues, our customers, and the AAR community, for all the support you provide us throughout the year. We look forward to our continued work together to make Paratransit more flexible, reliable and transparent.

Darryl C. Irick President, MTA Bus Company Senior Vice President, NYCT Department of Buses


Statistical results for the month of October 2018 are shown below.

12-Month Average

This Year Last Year % Change This Year Last Year % Change

% of Trips Completed 94.5% 90.4% +4.1% 92.3% 90.8% +1.5%

Trips Requested 820,349 688,897 +19.1% 713,135 649,802 +9.7%

Trips Scheduled 722,523 598,602 +20.7% 619,443 558,101 +11.0%

Trips Completed* 683,002 541,350 +26.2% 571,792 506,964 +12.8%

Early Cancellations (Passenger) as a Percentage of Trips Requested 11.2% 12.4% -1.2% 12.5% 13.3% -0.8%

Late Cancellations (Passenger) as a Percentage of Trips Scheduled 3.9% 3.3% +0.6% 3.7% 3.4% +0.3%

No-Shows (Passenger) as a Percentage of Trips Scheduled 2.1% 2.4% -0.3% 2.0% 2.0% 0.0%

No-Shows (Carrier and No-Fault) as a Percentage of Trips Scheduled 0.5% 0.7% -0.2% 0.6% 0.8% -0.2%

Denials (Capacity) as a Percentage of Trips Requested 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%

Customer Refusals as a Percentage of Trips Requested 0.7% 0.7% 0.0% 0.6% 0.8% -0.2%

New Applications Received 3,779 2,935 +28.8% 3,061 2,747 +11.4%

Note: The percentage change may not be exact due to rounding.

Paratransit Report

Paratransit Operations - Monthly Operations Report Service Indicators

Category Performance Indicator

Current Month: October 2018

*October 2018 and the 12-month average completed trips are estimated based on reimbursement rates to exclude unredeemed authorized trips to make the values comparable to last year's value.

Legacy

Indicators


Total Trips Discussion

Total Trips

Total Trips increased by 142K (or 26%) in October 2018 when compared to October 2017, and increased

by 85K (or 14%) when compared to September 2018.

The increase in overall trips is mainly attributed to the popularity of E-Hail. E-Hail usage increased by

188K in October 2018 when compared to October 2017 and increased by 46K when compared to

September 2018. Primary trips decreased by 39K in October 2018 when compared to same month last

year and increased 33K to the previous month.

348 324 308 296 288 296 307 311 300 291 299 276 309

110114

10293 95 91 95 96

89 93 93 102

106

5359

7082 93

137160

188186 175

188 195

241

541 525504 496 500

549585

624597

582

617598

683

0

100

200

300

400

500

600

700

Oct-17 Nov-17 Dec-17 Jan-18 Feb-18 Mar-18 Apr-18 May-18 Jun-18 Jul-18 Aug-18 Sep-18 Oct-18

Primary Broker E-Hail Street Hail All Others

Chart 1


Total Ridership Discussion

Total Ridership

Total Ridership increased by 183K (or 24%) in October 2018 when compared to October 2017, and increased by

108K (or 13%) when compared to September 2018.

The increase in overall ridership is mainly attributed to the popularity of E-Hail. E-Hail ridership increased by

240K in October 2018 when compared to October 2017, and increased by 53K when compared to September

2018. Primary ridership decreased by 56K in October 2018 when compared to same month last year, and

increased by 42K when compared to previous month.

497 462 441 414 409 433 441 448 439 430 439 399441

148154

138124 128 124 130 133 124 129 131

137145

7179 93

107 122 167 240 244 240 227 245258

311

2323 20 22 20

25

23 24 18 2135

22

25

754 732704 680 691

761

847 864834 820

865 829

937

0

100

200

300

400

500

600

700

800

900

1000


Primary Broker E-Hail Street Hail All Others

Chart 2


Pick Up On-Time Performance Discussion

Pick Up On-Time Performance

Primary Carrier 30 minute P/U OTP was 95% in October 2018, an improvement of 1% when compared to

October 2017, and a decline of 1% when compared to September 2018.

Primary Carrier 15 minute P/U OTP was 86% in October 2018, an improvement of 2% when compared to

October 2017, and a decline of 1% when compared to September 2018.

Broker 30 minute P/U OTP was 92% in October 2018, an improvement of 1% when compared to October

2017, and also improved by 1% when compared to September 2018.

Broker 15 minute P/U OTP was 78% in October 2018, remained the same when compared to October

2017, and improved by 1% when compared to September 2018.

The decrease in Primary Carrier P/U OTP in October 2018 when compared to September 2018 is mainly

attributed to seasonal fluctuations related to street conditions.

94% 94%95%

96% 96%95% 95%

94%95%

97% 97%96%

95%

84% 84%85%

87% 88%

86%85%

83%

85%

89%90%

87%86%

91% 91%

90%

91% 92% 91% 91%

91%90%

92%93%

91%92%

78% 79%78%

78%

80%79%

78% 79%78%

80%

82%

77%78%

70%

75%

80%

85%

90%

95%

100%


Primary < = 30 Mins Primary < = 15 Mins Goal Broker < = 30 Mins Broker < = 15 Mins

Goal: 92%

Desired trend

Chart 3


Drop Off On-Time Performance On Appointment Trips Discussion

Drop Off On-Time Performance On Appointment Trips

Primary Carrier D/O OTP improved by 3% in October 2018 as compared to October 2017, and declined

slightly by 1% when compared to the previous month.

Broker D/O OTP improved by 3% in October 2018 as compared to October 2017, and also improved by 2%

when compared to the previous month.

The decrease in Primary Carrier D/O OTP in October 2018 when compared to September 2018 is mainly

attributed to seasonal fluctuations related to street conditions.

89% 89% 90%91%

93%

90% 91%

89%

93%

96%97%

93%92%

83% 84%83%

82%

85% 85%

83% 83%

83%

87% 87%

84%

86%

70%

75%

80%

85%

90%

95%

100%


Primary Broker Goal

Goal: 90%

Desired trend

Chart 4


Provider No Shows Per 1000 Scheduled Trips Discussion

Provider No Shows Per 1,000 Scheduled Trips

Primary Carrier No-Shows improved by 0.06 per 1,000 trips in October 2018 when compared to October

2017, and showed a decline by 0.17 per 1,000 trips when compared to the previous month.

Broker No-Shows improved by 2.30 per 1,000 trips in October 2018 when compared to October 2017, and

also improved by 1.84 per 1,000 trips when compared to the previous month.

2.15 2.41 2.24

1.84 1.57 1.90 1.772.74

2.83

2.05

1.50

1.922.09

3.83

2.81

3.91

3.61

2.66 2.903.32 3.18 3.32 3.52

2.83

3.37

1.53

0.00

2.00

4.00

6.00


Primary Broker Goal

Goal: 3.00

Desired trend

Chart 5


Access-A-Ride Carrier Ride Time Performance - Actual vs. Scheduled Discussion

Note: Percentages may not be exact due to rounding.

Access-A-Ride Carrier Ride Time Performance - Actual vs. Scheduled

75% of trips in October 2018 were performed within the scheduled time or better, decreased by 4% when

compared to September 2018 mainly attributed to seasonal fluctuations related to street conditions.

75%

15%

6%3%

2%

Actual is schedule ride time or better

Actual is 100% to 125% of schedule



Actual is 200% of schedule or worse

Chart 6


Average Travel Time in Minutes by Trip Distance Category Discussion

Average Travel Time in Minutes by Trip Distance Category

The average travel time for all categories increased by 1 minute in October 2018 when compared to

September 2018 mainly attributed to seasonal fluctuations related to street conditions.

15

26

36

48

56

67

85

44

0-2 miles 2-4 miles 4-6 miles 6-8 miles 8-10 miles 10-15 miles more than 15miles

average

Chart 7


Passenger Complaints Related to Transportation Service Quality Per 1,000 Completed Trips Discussion

Passenger Complaints Related to Transportation Service Quality Per 1,000 Completed Trips

Transportation Service related passenger complaints improved (decreased) by 1.1 per 1,000 trips from 3.7

per 1,000 trips in October 2017 to 2.6 per 1,000 trips in October 2018, and slightly increased by 0.1 per 1,000

trips when compared to the previous month.

3.0 3.1 3.0 2.9

2.4 2.52.3 2.4

2.11.8

1.61.9 1.9

0.70.7

0.70.7

0.60.6

0.60.6

0.6

0.50.6

0.5 0.6

0.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

4.0


Service Delivery Vehicles Drivers

Goal: 3.0

Desired trend

Chart 8


Passenger Complaints Related to Non-Transportation Service Quality Per 1,000 Completed Trips Discussion:

Passenger Complaints Related to Non-Transportation Service Quality Per 1,000 Completed Trips

Non-Transportation related passenger complaints remained the same at 1.5 in October 2018 when compared

to the same month last year, and showed an increase of 0.1 per 1,000 trips when compared to the previous

month.

Goal: 1.0

1.51.4 1.4

1.5

1.3 1.3 1.3 1.3 1.4 1.4 1.4 1.41.5

0.0

0.5

1.0

1.5

2.0


Desired trend

Chart 9


Percent of Calls Answered Discussion

Percent of Calls Answered

The Percent of Calls Answered decreased by 1% when compared to October 2017, and decreased by 3%

when compared to the previous month.

96%95%

96%

98% 98%

94%95% 95% 95%

97%98% 98%

95%

80%

85%

90%

95%

100%


Goal: 95%

Desired trend

Chart 10


Average Call Answer Speed in Seconds Discussion

Average Call Answer Speed in Seconds

Call answering speed increased by 21 seconds in October 2018 when compared to October 2017, and

increased by 41 seconds when compared to the previous month.

The increase in time to answer calls was due to Adept system outages which impacted our ability to monitor

the status of trips, the introduction of customer choice for the E-Hail program, and increased demand.

45

55

36

2519

62

5358

62

32

15

25

66

0

10

20

30

40

50

60

70


Goal: 60

Desired trend

Chart 11


Accessibility Update Alex Elegudin, Senior Advisor for Systemwide Accessibility

The NYCT Systemwide Accessibility team and the NYPD Transit Bureau Neighborhood

Coordination Officers (NCOs) met with members of the disability community in Brooklyn on

November 21 for a discussion and training. The open dialogue, facilitated by Alex Elegudin,

Senior Advisor for Systemwide Accessibility (front row, second from right), focused on

understanding the challenges faced by the disability community, so NCOs can better assist

people with disabilities navigate the transit system.


December 2018 Highlights: Accessibility

NYCT continues to progress toward the Fast Forward goal of providing enhanced elevator

status and alternate route information to our customers. In November, we launched a new

elevator and escalator status feature within the myMTA app, providing up-to-date information on

all elevators and escalators across the network of subways, LIRR and Metro-North. App-based

information allows customers to plan a journey from anywhere and to get the latest information

at any point in their trip. Customers with disabilities want and need this information at their

fingertips as they plan and complete their daily Transit journeys, and we are excited to provide

the information on this new platform in direct response to customer requests. NYCT continues

to deploy alternate route signage to help passengers navigate unexpected elevator outages, an

initiative that will expand in the coming months.

Systemwide Accessibility’s work to engage members of the disability community in our decision-

making processes continues as well. In November, my team worked with the NYPD Transit

Bureau to host a first-of-its kind dialogue and disability training for more than fifty Neighborhood

Coordination Officers (NCOs). The NCOs, who are all Transit Bureau officers selected for this

new line of duty, met and heard directly from half a dozen bus and subway users with a range of

disabilities. We had a multi-hour dialogue full of real-world lessons about how Transit Bureau

officers can better interact with and assist passengers with disabilities, and came to better

understand the responsibilities and challenges that officers face each day. We spoke about the

real fears that many people with disabilities have but also began the work of breaking down

those barriers. This meeting was just the beginning of what we know will be a productive

partnership with the NCO program and the Transit Bureau, and we look forward to hosting

similar meetings with our Group Station Managers and other key Transit personnel in future

months.

Of course, the goal of making more of our subway stations accessible continues apace. Work

on the accessibility study to inform the stations to be selected for future capital programs

continues, and we remain on track to complete assessments of 150 stations by the end of this

calendar year, with the remaining inaccessible stations to be studied next year.

Finally, I am excited to report that the bathrooms on the 20th floor here at 2 Broadway, where we

host public Board and Committee meetings, are now fully ADA accessible. Work was

completed on this important facility upgrade earlier this month. This improvement furthers

NYCT and the MTA’s commitment to make our events and our spaces accessible even as we

work to improve accessibility throughout the Transit system itself.

Alex Elegudin

Senior Advisor for Systemwide Accessibility


Strategy and Customer Experience Sarah Meyer, Senior Vice President & Chief Customer Officer

Notre Dame’s Band of the Fighting Irish boarded a Bronx-bound D “Train to the Game” on November 17 to cheer on their beloved Notre Dame football team as they took on Syracuse in the 2018 Shamrock Series matchup at Yankee Stadium.


December 2018 Highlights:

Strategy and Customer Experience

Our focus on improving customer engagement continues to show results. We answered more

than 90% of incoming telephone calls in November, a nearly 17% increase over last year.

Customer telephone wait time continues to decrease, down 61%. We have seen a small

increase in wait time for Help Point calls, for which we are taking steps to address.

The social media, email, and letter correspondence teams sent out more than 21,000

responses. In December we will be rolling out a significant enhancement to how we collect,

route, and respond to customer feedback in these channels.

The rate of customer Access-A-Ride complaints decreased by 11% versus last month and

nearly 33% versus November 2017. Bus complaints decreased slightly this month but are still

substantially higher than November 2017. However, Bus commendations are up 31%

suggesting many of our customers are receiving better service.

Sarah Meyer

Senior Vice President and Chief Customer Officer

Strategy and Customer Experience


Customer engagement

1. Excludes automated self-service calls

2. Feedback is customers calling with comments or concerns

Telephone

Nov 2018 Nov 2017 Variance

Telephone calls 65,255 62,192 ▲4.9%

Calls answered 90.5% 77.5% ▲16.9%

Average time to

answer1 (seconds)

136 352 ▼61.4%

Help Point


Help Point

activations

71,730 77,086 ▼6.9%

Average time to

answer (seconds)

10.8 9.8 ▲9.2%

Feedback1

MetroCard

Travel

Information

Other

Emergency

Feedback2

Other

Travel

Information

MetroCardReduced

Fare

1. Feedback is customers calling with comments or concerns

Social media


Social media

mentions1

46,673 35,322 ▲32.1%

Responses sent 12,071 7,688 ▲57.0%

Customer

satisfaction score2

3.36 -- 3

1. Social media mentions include Tweets, Facebook posts, and

comments

2. Customers were asked How would you rate your experience onTwitter with NYCT Subway? using a scale of 1 to 5

3. Customer satisfaction scoring began in December 2017

73%

5%

5%

4%

2%

2%

2%

2%

2%

2%

Real-time service

Employee

Stations

MetroCard

Subway cars

Safety

Climate / comfort

Homeless

Announcements

Countdown clocks

2.0

2.5

3.0

3.5

4.0

0

200

400

600

800

1000

1200

1400

1600

1800

11/17 12/17 1/18 2/18 3/18 4/18 5/18 6/18 7/18 8/18 9/18 10/18 11/18

Cu

sto

me

r sa

tisfa

ction

sco

re

Me

ntio

ns a

nd

re

sp

on

se

s, p

er

da

y

Mentions (per day) Responses (per day) Customer satisfaction score


Travel information

ServiceEmployees

Other

MetroCard

Facilities

and vehicles

Email and letters1


Received 6,222 6,291 ▼1.1%

Responses sent2 9,322 9,107 ▲2.4%

1. Includes email, letters and executive correspondence

2. Includes automated and manual responses

Customer engagement

Alerts and service notices

Nov 2018

Web 6,048

Twitter 3,612

Kiosks / Digital Displays1 4,314

Email and text alerts

• Service

• Elevator and escalator status

4,085

10,845

Service Notice posters developed 580

Keeping customers informed

Social media followers


Twitter @NYCTSubway 957k 808k ▲18.4%

@NYCTBus 21.9k 18k ▲21.9%

@MTA 1,285k 1,010k ▲27.2%

Facebook NYCT 61k 47.7k ▲28.0%

Instagram @mtanyctransit 18k -

1. Excludes countdown clocks


Complaints per 100,000 journeys


Subway 2.25 2.29 ▼1.6%

Bus 9.04 7.40 ▲22.2%

MetroCard 0.27 0.22 ▲25.6%

Access-A-Ride 354.5 530.9 ▼33.2%

Commendations per 100,000 journeys


Subway 0.07 0.08 ▼8.7%

Bus 0.41 0.32 ▲31.1%

Access-A-Ride 149.4 166.5 ▼10.3%

0.0

1.0

2.0

3.0

4.0

0

200

400

600

11/17 12/17 1/18 2/18 3/18 4/18 5/18 6/18 7/18 8/18 9/18 10/18 11/18

0.02.04.06.08.0

10.012.0

0.0

0.1

0.2

0.3

0.4

Co

mp

lain

ts p

er

10

0,0

00

jo

urn

eys

Subway

Bus

MetroCard

Access-A-Ride

Customer feedback

12-month rolling average


Safety Robert Diehl Senior Vice President, Safety & Security

As part of an inspection, System Safety Specialists Jeanie Justinvil and Sheldon Hudson observe Assistant General Manager Kenneth Daube, Jr. guide a bus in reverse at East New York Depot.


December 2018 Highlights: Safety

The Safety report shows performance indicator results for the most recent twelve months available.

Subway Fires increased slightly when comparing the most-recent 12-month rolling period to the previous 12-months.

System Safety participates in the Executive Fire Task Force which analyzes the fire statistics, makes recommendations, and evaluates existing programs for their effectiveness. Additionally, fire statistics are being shared with Group and District Station Managers, so they can offer direct insight related to these fires.

Bus Collisions and Collision Injuries are continuing to decrease when compared to the same period last year. Bus Customer Accidents showed a slight increase.

Subway Customer Accidents increased when comparing them between 12-month periods, but it is worth noting that they have continued to decrease on a monthly basis for the past number of months. For instance, we have seen a 6% decrease in accidents during the month of October when comparted to the same month a year ago.

Employee Lost Time Accidents were relatively flat.

NYCT continues to make steady progress against all our Leading Indicator goals.

Note: except for Fires, all numbers reported refer to rates

Robert Diehl Senior Vice President, Safety and Security


Statistical results for the 12-Month period are shown below

Dec 15 -

Nov 16

Dec 16 -

Nov 17

Dec 17 -

Nov 18

Subways

Subway Customer Accidents per Million Customers 1 2.53 2.82 2.94

Subway Collisions 2 0 0 0

Subway Derailments 2 1 6 1

Subway Fires 2 943 927 940

Buses

Bus Collisions Per Million Miles Regional 56.38 55.24 53.48

Bus Collision Injuries Per Million Miles Regional 6.68 6.17 6.06

Bus Customer Accidents Per Million Customers 1 Regional 1.22 1.26 1.29

Total NYCT and MTA Bus Lost Time Accidents per 100 Employees 1 4.19 3.55 3.58

1 12-month Average data from November through October.

2 12-month figures shown are totals rather than averages.

Subways November YTD GoalYTD as % of

Goal

Roadway Worker Protection

Joint Track Safety Audits -- Actual Count 28 355 340 104.4%

Joint Track Safety Audits -- Compliance Rate 98.9% 98.4% 100.0% 98.4%

Mainline Collision/Derailment Prevention

Continuous Welded Rail Initiative (# of Track Feet) 10,182 93,426 72,000 129.8%

Friction Pad Installation 9,507 103,344 50,000 206.7%

Buses November YTD GoalYTD as % of

Goal

Collision Prevention

Audible Pedestrian Warning System Pilot 48 276 339 81.4%

Vision Zero Employee Training 543 5,969 6,100 97.9%

Monthly Operations Report

12-Month Average

Leading Indicators

Safety Report

Performance Indicators


Vision Zero Training provides focused Safety Awareness Training to all Bus Operators which

engages them on all aspects of Pedestrian Safety issues, emphasizing the current challenges of

managing their Buses in an environment with distracted Pedestrians, Motorists and Cyclists. The

program incorporates testimonial videos from “Families for Safer Streets” along with a series of videos

of serious Bus and Pedestrian accidents secured from on-board bus cameras as well as external

traffic and security cameras. The Training which will be delivered over two years is in the midst of a

new cycle that began in April 2017 and will run for two years until March 2019.

Monthly Operations Report

Safety Report Definitions:

Joint Track Safety Audits are conducted by a joint team of personnel from the Office of System

Safety, the Transport Workers Union, and the Subway Surface Supervisors Association (SSSA). The

teams look at critical items for on-track safety such as flagging, third rail safety and lighting. These

reviews are conducted at various Department of Subways, Capital Program Management and MTA

Capital Construction work sites along the right of way to assess compliance with the rules and

procedures, identify deficiencies in training and equipment, and improve on-track safety.

Continuous Welded Rail (CWR) significantly reduces the number of rail joints, which lessens the

occurrence of broken rails while also providing a smoother ride. Track Engineering analyzed system-

wide broken rail data and set forth a CWR installation plan to help reduce broken rails and improve

track conditions. We anticipate expanded use of the Critter Rail Stringer and "E" Clip installer to help

us achieve this goal.

Friction Pad Installations will increase resiliency of the rail, resulting in reduced broken rail incidents

and, overall, will reduce the potential for development of rail defects.

Audible Pedestrian Warning System Pilot technology produces an audible voice alert to pedestrians

when a bus is making a left- or a right-hand turn. The system turns on automatically without a bus

operator’s intervention and alerts pedestrians with a street- and curb-side speaker. Volume

automatically adjusts based on outside ambient noise.


Crime Report The purpose of this report is to provide Committee Members with statistical information regarding the number of major felonies including: homicide, robbery, assault, rape in addition to hate crime incidents occurring on the NYC Transit Subway and Staten Island Railway systems. The report is submitted by NYPD’s Transit Division on a monthly basis.



Police Department

City of New York MTA Report

CRIME STATISTICS NOVEMBER

2018 2017 Diff % Change

MURDER 0 0 0 0.0%

RAPE 0 1 -1 -100.0%

ROBBERY 39 33 6 18.2%

GL 180 173 7 4.0%

FELASSAULT 38 34 4 11.8%

BURGLARY 0 1 -1 -100.0%

TOTAL MAJOR FELONIES 257 242 15 6.2%

During November, the daily Robbery average increased from 1.1 to 1.3

During November, the daily Major Felony average increased from 8.1 to 8.6

CRIME STATISTICS JANUARY THRU NOVEMBER


MURDER 1 0 1 ***.*%

RAPE 1 7 -6 -85.7%

ROBBERY 431 410 21 5.1%

GL 1525 1509 16 1.1%

FELASSAULT 323 306 17 5.6%

BURGLARY 11 25 -14 -56.0%

TOTAL MAJOR FELONIES 2292 2257 35 1.6%

Year to date the daily Robbery average increased from 1.2 to 1.3

Year to date the daily Major Felony average increased from 6.8 to 6.9

FIGURES ARE PRELIMINARY AND SUBJECT TO FURTHER ANALYSIS AND REVISION

Page 1 of 2Report: TR-0052Master Page # 102 of 282 - New York City Transit and Bus Committee Meeting 12/10/2018________________________________________________________________________________

Police Department

City of New York MTA Report

NOVEMBER ACTIVITY


Total Arrests 1023 2026 -1003 -49.5%

TOS Arrests 350 1267 -917 -72.4%

Total Summons 7325 5342 1983 37.1%

TOS TABs 5747 3704 2043 55.2%

TOS C-Summ 243 0 243 ***.*%

JANUARY THRU NOVEMBER ACTIVITY


Total Arrests 12907 25107 -12200 -48.6%

TOS Arrests 5586 16866 -11280 -66.9%

Total Summons 65398 68814 -3416 -5.0%

TOS TABs 47196 51665 -4469 -8.6%

TOS C-Summ 1606 0 1606 ***.*%


Page 2 of 2Report: TR-0052Master Page # 103 of 282 - New York City Transit and Bus Committee Meeting 12/10/2018________________________________________________________________________________

1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Murder 4 1 5 2 2 2 4 3 5 2 4 2 2 1 1 0 1 2 2 2 0 1

Rape 2 14 1 5 2 0 3 3 3 3 1 2 2 1 3 9 5 5 1 0 7 1

Robbery 2066 1720 1530 1260 1107 1137 1041 993 1026 899 724 718 643 644 709 731 559 397 476 433 410 431

Assault 455 394 386 327 250 266 237 254 202 176 188 165 143 178 184 187 180 201 240 287 306 323

Burglary 29 15 10 12 41 15 7 6 1 5 2 5 1 3 8 26 32 18 19 16 25 11

GL 3242 2297 2185 2315 2075 1953 1634 1705 1627 1382 1186 1194 1051 1125 1407 1539 1564 1430 1529 1481 1509 1525

TOTAL MAJOR FELONIES 5798 4441 4117 3921 3477 3373 2926 2964 2864 2467 2105 2086 1842 1952 2312 2492 2341 2053 2267 2219 2257 2292

Major Fel Per Day 17.36 13.30 12.33 11.74 10.41 10.10 8.76 8.87 8.57 7.39 6.30 6.25 5.51 5.84 6.92 7.46 7.01 6.15 6.79 6.62 6.76 6.86

JANUARY-NOVEMBER

REPORTPolice Department

City of New York

Master Page # 104 of 282 - N

ew Y

ork City Transit and B

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eeting 12/10/2018________________________________________________________________________________






METROPOLITAN TRANSPORTATION AUTHORITY

Police Department

Murder

Rape

Robbery

Felony Assault

Burglary

Grand Larceny

Grand Larceny Auto

Total Major Felonies

0

0

0

0

0

0

0

0

0

0

1

0

0

0

3

4

-3

0

0

-1

0

0

0

-4

-100%

Murder

Rape

Robbery

Felony Assault

Burglary

Grand Larceny

Grand Larceny Auto

Total Major Felonies

5 8

0

0

2

3

0

0

10 20

0

0

4

8

0

0

-3

0

0

-2

-5

0

0

-10

0%

0%

-100%

0%

0%

0%

-100%

0%

0%

-63%

-50%

0%

-38%

0%

-50%


November 2018 vs. 2017

Staten Island Rapid Transit



Year to Date 2018 vs. 2017


Financial and Ridership Reports Jaibala Patel, Chief Financial Officer Darryl C. Irick, President, MTA Bus Company Senior Vice President, NYCT Department of Buses

The MTA reopened the 163 St-Amsterdam Av station on the C line at the end of September 2018, following nearly 7 months of work to repair deteriorating infrastructure and update the station environment. The newly opened station returns service to nearly 4,500 weekday riders.


Preliminary October 2018 Monthly Report: New York City Transit This report provides the preliminary October 2018 financial results, on an accrual basis. The accrual basis is presented on a non-reimbursable and reimbursable account basis. These results are compared to the Mid-Year Forecast (forecast).

Summary of Preliminary Financial Results

Preliminary ridership and accrual results, versus forecast, are summarized as follows:

October 2018 New York City Transit ridership of 207.0 million was 0.5 million (0.2percent) below forecast, of which subway ridership of 154.1 million was 0.1 million (0.1percent) above forecast, and bus ridership of 52.0 million was 0.8 million (1.5 percent)below forecast.

Farebox revenue of $403.8 million was $3.0 million (0.8 percent) above forecast.

Operating expenses of $692.6 million were under forecast in October by $46.9 million(6.3 percent). Labor expenses underran by $43.8 million (7.8 percent), due largely to anunderrun in health & welfare/OPEB current expenses of $37.8 million (31.9 percent),caused primarily by greater-than-anticipated Express Scripts rebates. Non-laborexpenses were slightly below forecast on a net basis by $3.1 million (1.7 percent),


Preliminary financial results for October 2018 are presented in the table below and compared to the forecast.

October 2018 farebox revenue was $403.8 million, $3.0 million (0.8 percent) above forecast. Subway revenue was $2.4 million (0.8 percent) above forecast, bus revenue was $0.2 million (0.2 percent) above forecast, and paratransit revenue was $0.5 million (30.3 percent) above forecast. Accrued fare media liability was equal to forecast. Year-to-date revenue of $3,723.0 million was $1.8 million (0.0 percent) below forecast. The October 2018 non-student average fare of $2.03 increased 0.03¢ from October 2017; the subway fare increased 0.02¢, the local bus fare increased 0.02¢, and the express bus fare declined 0.03¢.

Total ridership in October 2018 of 207.0 million was 0.5 million trips (0.2 percent) below forecast. Average weekday ridership in October 2018 was 7.7 million, 2.4 percent below October 2017. Average weekday ridership for the twelve months ending October 2018 was 7.3 million, 3.2 percent lower than the twelve months ending October 2017.

Nonreimbursable expenses, before depreciation, OPEB and GASB 68 Pension Adjustment, were under forecast in October by $46.9 million (6.3 percent).

Labor expenses were below forecast by $43.8 million (7.8 percent), due primarily to an underrun in health & welfare/OPEB current expenses of $37.8 million (31.9 percent), due primarily to greater-than-anticipated Express Script rebates.

Non-labor expenses were slightly below forecast by a net $3.1 million (1.7 percent).

Year-to-date, nonreimbursable expenses were less than forecast by a net $32.7 million (0.5 percent), of which labor expenses were under forecast by $37.7 million (0.7 percent), again including an underrun in health & welfare/OPEB current expenses of $46.9 million (4.1 percent), due principally to greater-than-anticipated Express Script rebates. Other major favorable results included increased reimbursable overhead credits of $43.2 million (17.2 percent) and lower payroll expenses of $31.3 million (1.1 percent), partly offset by an overrun in overtime expenses of $80.5 million (16.5 percent). Non-labor expenses were unfavorable on a net basis by $4.9 million (0.3 percent), including unfavorable results in paratransit service contracts of $29.2 million (8.4 percent) and higher accrued claims requirements of $18.0 million (12.6 percent), mostly offset by favorable maintenance contract results of $45.3 million (18.0 percent).

The net cash deficit for October year-to-date was $2,961.4 million, unfavorable to forecast by $251.7 million (9.3 percent), due mainly to the unfavorable timing of capital reimbursements.

Preliminary Financial Results Compared to Mid-Year ForecastOctober Results October Year-to-Date Results

Category Variance Fav/(Unfav) Forecast Prelim Actual Variance Fav/(Unfav)($ in millions) $ % $ $ $ %Total Farebox Revenue 3.0 0.8 3,724.8 3,723.0 (1.8) 0.0Nonreimb. Exp. before Dep./OPEB 46.9 6.3 7,081.4 7,048.6 32.7 0.5Net Cash Deficit* (33.6) (15.3) (2,709.8) (2,961.4) (251.7) (9.3)*Excludes Subsidies and Debt Service


Financial Results Farebox Revenue

The positive revenue variance is driven by higher than expected pass average fares,

stemming from fewer trips per pass, and slowing of the ongoing unfavorable ridership trend.

Average Fare

October 2018 total non-student subway and bus average fares were higher than October 2017, due in part to fewer trips per pass resulting in higher average fares for unlimited ride passes.

October October Year-to-Date

Forecast Prelim Actual Amount Percent Forecast Actual Amount PercentSubway 309.7 312.1 2.4 0.8% 2,863.8 2,858.7 (5.1) (0.2%)NYCT Bus 82.9 83.1 0.2 0.2% 780.2 782.1 1.9 0.2%Paratransit 1.5 2.0 0.5 30.3% 15.4 16.9 1.5 9.9%

Subtotal 394.2 397.2 3.0 0.8% 3,659.4 3,657.6 (1.8) (0.0%)

Fare Media Liability 6.5 6.5 0.0 0.0% 65.4 65.4 0.0 0.0%

Total - NYCT 400.7 403.8 3.0 0.8% 3,724.8 3,723.0 (1.8) (0.0%)Note: Totals may not add due to rounding.

Favorable/(Unfavorable)

October 2018 Farebox Revenue - ($ in millions)


NYC Transit Change

2017 Prelim 2018 Amount PercentSubway 2.094 2.118 0.024 1.1%Local Bus 1.672 1.694 0.021 1.3%

Subway & Local Bus 1.991 2.018 0.027 1.4%

Express Bus 5.320 5.292 (0.029) (0.5%)

Total 2.007 2.034 0.027 1.4%

October Non-Student Average Fare - (in $)


Other Operating Revenue In the month, other operating revenue exceeded forecast by $3.8 million (10.6 percent), due mostly to the favorable timing of student fare reimbursements. Year-to-date, other operating revenue was below forecast by $4.3 million (1.2 percent), driven by lower advertising/real estate revenues and the unfavorable timing of student fare reimbursements, partly offset by higher Urban Tax revenues.

Nonreimbursable Expenses

Nonreimbursable expenses, before depreciation, Other Post-Employment Benefits and GASB 68 Pension Adjustment, underran forecast in the month by $46.9 million (6.3 percent). Year-to-date, expenses were below forecast by $32.7 million (0.5 percent). Labor expenses in the month of October were under forecast by $43.8 million (7.8 percent):

Health & welfare/OPEB current expenses were less than forecast by $37.8 million (31.9 percent), due principally to greater-than-anticipated Express Script rebates.

Reimbursable overhead credits were favorable by $5.9 million (25.9 percent), due mainly to increased reimbursable overtime work requirements.

Payroll expenses were less than forecast by $5.7 million (1.9 percent), due largely to vacancies and the favorable timing of expenses.

Other fringe benefit expense were under by $1.2 million (2.7 percent), due mainly to favorable overhead credits, resulting from increased reimbursable labor requirements.

Overtime expenses were higher than forecast by $6.8 million (13.5 percent), due primarily to additional vacancy/absentee coverage requirements, subway service delays, and higher than forecasted requirements for Car Maintainers and Cleaners, Elevators/Escalators, Trackwork and Bus Maintainers/Dispatchers.

Year-to-date, labor expenses were below forecast by a net $37.7 million (0.7 percent):

Health & welfare/OPEB current expenses were less than forecast by $46.9 million (4.1 percent), due principally to greater-than-anticipated Express Script rebates.

Reimbursable overhead credits were favorable by $43.2 million (17.2 percent), due mainly to increased reimbursable overtime work requirements.

Payroll expenses were less than forecast by $31.3 million (1.1 percent), due largely to vacancies and the favorable timing of expenses.

Other fringe benefit expense were under by $1.4 million (0.3 percent), due mainly to favorable overhead credits, resulting from increased reimbursable labor requirements, mostly offset by higher FICA expenses.


Overtime expenses were higher than forecast by $80.5 million (16.5 percent), due largely to subway service delays, higher than forecasted requirements for Car Maintainers and Cleaners, Elevators/Escalators, Trackwork and Bus Maintainers/Dispatchers as well as vacancy/absentee coverage requirements and the unfavorable timing of expenses.

Pension expenses were over by $4.7 million (0.6 percent), primarily the unfavorable

timing of both NYCERS and MaBSTOA pension expenses.

Non-labor expenses were less than forecast in October by a net $3.1 million (1.7 percent):

Professional service contract expenses were below forecast by $9.4 million (47.7 percent), mainly from the favorable timing of various professional service contract requirements.

Materials & supplies expenses were below forecast by $8.6 million (25.1 percent), due mainly to the favorable timing of maintenance material requirements and favorable inventory/obsolescence adjustments.

Maintenance contract expenses underran by $3.3 million (12.7 percent), due essentially

to the transfer of operating vehicles to be capitalized and the favorable timing of paratransit vehicle purchases.

Claims accrued expenses were increased by $9.0 million (63.0 percent), representing

additional reserve accruals in anticipation of the year-end reserve update.

Paratransit expenses exceeded forecast by $7.9 million (22.6 percent), due primarily to increased E-Hail related trip activity.

Year-to-date, non-labor expenses were over forecast by a net $4.9 million (0.3 percent), including the following:

Paratransit expenses exceeded forecast by $29.2 million (8.4 percent), due primarily to increased E-Hail related trip activity.

Claims accrued expenses were increased by $18.0 million (12.6 percent), representing additional reserve accruals in anticipation of the year-end reserve update.

Materials & supplies expenses were over forecast by $4.8 million (1.7 percent), due mainly to the unfavorable timing of non-vehicle maintenance requirements. .

Fuel expenses were over forecast by $4.4 million (4.8 percent), due mainly to higher prices and consumption, partly offset by the favorable timing of expenses.


Professional service contract expenses exceeded forecast by $3.1 million (2.0 percent),mainly from the unfavorable timing of various professional service contract requirements.

Maintenance contract expenses underran by $45.3 million (18.0 percent), dueessentially to the transfer of operating vehicles to be capitalized, the favorable timing ofparatransit vehicle purchases and the timing of revenue vehicle maintenance & repairexpenses

Electric power expenses were less by $13.1 million (5.1 percent), due mainly to thefavorable timing of expenses, lower prices and consumption.

Depreciation expenses were higher than forecast year-to-date by $18.0 million (1.2 percent), due mainly to a year-end update of system capital assets reaching beneficial use.

GASB #45 Other Post-Employment Benefits was adopted by the MTA in 2007. Accrued expenses of $785.9 million were recorded through October, $226.8 million (22.4 percent) below forecast.

GASB #68 Pension Adjustment was adopted by the MTA in 2015. Accrued credits of $6.6 million were recorded through October, equal to forecast.

Net Cash Deficit

The net cash deficit for October year-to-date was $2,961.4 million, unfavorable to forecast by $251.7 million (9.3 percent), due mostly to the unfavorable timing of capital reimbursements.

Incumbents

There were 49,594 full-time paid incumbents at the end of October, a net decrease of 8 from the end of September.


Ridership Results

The negative trend in subway ridership, which began in 2017, and the long-term negativetrend in bus ridership, continued in October 2018.

Part of the decline in ridership compared to the prior year is a decline in student ridership,particularly on bus.

October October Year-to-Date

More/(Less) More/(Less)Forecast Prelim Actual Amount Percent Forecast Prelim Actual Amount Percent

Subway 154.0 154.1 0.1 0.1% 1,411.8 1,403.1 (8.7) (0.6%)NYCT Bus 52.8 52.0 (0.8) (1.5%) 481.3 479.6 (1.8) (0.4%)

Subtotal 206.8 206.1 (0.7) (0.3%) 1,893.1 1,882.7 (10.5) (0.6%)

Paratransit 0.7 1.0 0.2 28.5% 7.3 8.2 0.8 11.3%

Total - NYCT 207.5 207.0 (0.5) (0.2%) 1,900.5 1,890.8 (9.7) (0.5%)Notes: Totals may not add due to rounding.

October 2018 Ridership vs. Forecast - (millions)

Average Weekday - (thousands) Average Weekend - (thousands)

Month 2017 Prelim 2018 Amount Percent 2017 Prelim 2018 Amount PercentSubway 5,809 5,733 (76) -1.3% 5,778 5,554 (224) -3.9%NYCT Local Bus 1,988 1,870 (119) -6.0% 2,135 1,963 (172) -8.1%NYCT Express Bus 42 41 (0) -0.6% 14 13 (1) -4.2%Paratransit 27 34 7 +25.2% 34 42 8 +22.5%

TOTAL - NYCT 7,866 7,678 (188) -2.4% 7,960 7,571 (389) -4.9%

12-Month Rolling AverageSubway 5,599 5,464 (135) -2.4% 5,739 5,434 (305) -5.3%Local Bus 1,902 1,795 (107) -5.6% 2,103 1,982 (122) -5.8%Express Bus 40 40 (0) -0.1% 13 13 (0) -1.2%Paratransit 27 30 3 +12.0% 33 37 4 +11.8%

TOTAL - NYCT 7,568 7,329 (239) -3.2% 7,888 7,465 (423) -5.4%

ChangeChange

October Average Weekday and Weekend Ridership vs. Prior Year


Average Weekday and Weekend Ridership 12-Month Rolling Averages

Average weekday subway ridership was flat in 2016 and began to decline in 2017. October2018 average weekday subway ridership was 1.3 percent lower than October 2017, slowingthe ongoing negative trend.

Average weekend ridership decreased from 2015 to 2016, and from 2016 to 2017. The 12-month rolling average weekend subway ridership in October 2018 was 5.3 percent lowerthan October 2017.

5.40

5.50

5.60

5.70

5.80

5.90

6.00

Oct-16 Dec-16 Feb-17 Apr-17 Jun-17 Aug-17 Oct-17 Dec-17 Feb-18 Apr-18 Jun-18 Aug-18 Oct-18

Subway

Weekday Weekend

Millions


October 2018 average weekday local bus ridership was 1.9 million, a decrease of 6.0 percent from October 2017.

October 2018 average weekend bus ridership was 2.0 million, a decrease of 8.1 percent from October 2017. The long-term downward trend in bus ridership accelerated in March 2017, possibly due to the fare increase, and has continued in 2018.

1.7

1.8

1.9

2.0

2.1

2.2

2.3


NYCT Local Bus

Weekday Weekend

Millions


After a period of stable ridership, express bus ridership has been declining since the March2017 fare increase. Though ridership increased year-over-year from February 2018 to July2018, returning to the 2016 ridership levels, ridership began to decline again in August of2018.

38.0

38.5

39.0

39.5

40.0

40.5

41.0

41.5

42.0


NYCT Express Bus

Weekday

Thousands

Note: Weekend express bus ridership not shown


Paratransit ridership has been mostly stable for the last two years, and the increase inrecent months is driven by a surge in E-Hail trips.

25

26

27

28

29

30

31

32

33

34

35


Paratransit

Weekday

Thousands


Ridership on New York Area Transit Services

From October 2017 to October 2018, average weekday ridership was mixed across area services: Paratransit (up 18.1 percent) and MTA Express Bus (up 3.3 percent) showed the greatest gains, while NYCT Local Bus (down 6.0 percent) posted the largest decline. Weekend ridership was also mixed across area services: Paratransit (up 22.4 percent) and MTA Express Bus (up 15.4 percent) again saw year-over-year increases, while SIR (down 24 percent) and PATH (down 12.2 percent) declined. The decline in SIR weekend ridership is due to no service between St. George and Grasmere during the final weekend in October. The PATH weekend ridership decline is due primarily to weekend station closures at PATH Uptown stations for four weekends in the month and the closure of the Hoboken and Newport stations on two Sundays during the month.

Bridges and Tunnels traffic increased on weekdays and weekends.

Ridership on Transit Services in the New York Area(thousands)

Transit Service Sep-17 Prelim Sep-18Percent Change

12-MonthRolling Average Percent Change

Average WeekdayNYCT Subway 5,714 5,523 -3.3% -2.2%NYCT Local Bus 1,947 1,831 -6.0% -5.3%NYCT Express Bus 41 40 -1.4% -0.0%NYCT Paratransit 27 32 +18.1% +10.0%Staten Island Railway 18 18 -0.3% +1.0%MTA Local Bus 383 380 -0.8% -1.6%MTA Express Bus 29 30 +3.3% +6.2%Long Island Rail Road 322 327 +1.5% -0.3%Metro-North Railroad 288 290 +0.5% -0.2%PATH 293 289 -1.5% +0.5%Average WeekendNYCT Subway 5,730 5,522 -3.6% -5.3%NYCT Local Bus 2,106 2,053 -2.5% -5.4%NYCT Express Bus 14 13 -5.0% -0.5%NYCT Paratransit 33 41 +22.4% +10.2%Staten Island Railway 9 7 -24.0% +3.1%MTA Local Bus 395 401 +1.4% -2.1%MTA Express Bus 11 13 +15.4% +8.7%Long Island Rail Road 212 216 +1.8% +0.7%Metro-North Railroad 237 240 +1.3% +0.7%PATH 220 193 -12.2% -0.5%

MTA Bridges and Tunnels(thousands)

Average Weekday 909 917 +0.9% +3.7%Average Weekend 1,669 1,787 +7.1% +4.4%Note: Percentages are based on unrounded data.


Economy

From October 2017 to October 2018, New York City employment increased 1.5 percent (67,900 jobs). Total private sector employment increased 1.7 percent (68,600 jobs) and government employment decreased 0.1 percent (700 jobs). All of the private employment sectors increased over the prior year with the exception of the manufacturing sector (down 100 jobs, or 0.1 percent), Financial Activities (down 1,100 jobs, or 0.2 percent), and Information (down 700 jobs, or 0.3 percent). The sector with the largest absolute increase was educational and health services, up 38,900 jobs (4.0 percent), and the sector with the largest percentage increase was construction, up 2.7 percent (4,200 jobs).

NYC Employment by Sector - (thousands)Change

Employment Sector Oct-17 Oct-18 Amount % % YTDConstruction 156.6 160.8 4.2 2.7% 4.3%Manufacturing 72.4 72.3 -0.1 -0.1% -1.7%Trade & Transportation 639.7 640.5 0.8 0.1% 0.9%Leisure & Hospitality 458.1 468.7 10.6 2.3% 1.7%Financial Activities 474.5 473.4 -1.1 -0.2% 0.8%Information 200.3 199.6 -0.7 -0.3% 0.3%Professional & Business Services 751.3 762.3 11.0 1.5% 1.9%Educational & Health Services 982.5 1,021.4 38.9 4.0% 3.7%Other Services 192.3 197.3 5.0 2.6% 1.1%

Total Private 3,927.7 3,996.3 68.6 1.7% 1.9%

Government 553.8 553.1 -0.7 -0.1% -0.3%

Total NYC Employment 4,481.5 4,549.4 67.9 1.5% 1.7%


MTA NEW YORK CITY TRANSITOct - 2018 Mid_Year

Accrual Statement of Operations By CategoryMonth - Oct 2018

($ in Millions)11/15/2018 08:03 AM

TRANSIT : RPTNGMid_Year. FinalFY18

Nonreimbursable Var Percent Reimbursable Total

ForecastFavorable

(Unfavorable) ForecastFavorable


(Unfavorable)Mid_Year Actual Variance Percent Mid_Year Actual Variance Percent Mid_Year Actual Variance Percent

RevenueFarebox Revenue:Subway $309.745 $312.144 $2.399 0.8 $0.000 $0.000 - - $309.745 $312.144 $2.399 0.8 Bus $82.884 $83.062 $0.178 0.2 $0.000 $0.000 - - $82.884 $83.062 $0.178 0.2 Paratransit $1.550 $2.020 $0.470 30.3 $0.000 $0.000 - - $1.550 $2.020 $0.470 30.3 Fare Liability $6.541 $6.542 $0.001 0.0 $0.000 $0.000 - - $6.541 $6.542 $0.001 0.0 Farebox Revenue $400.720 $403.768 $3.047 0.8 $0.000 $0.000 - - $400.720 $403.768 $3.047 0.8 Fare Reimbursment $6.133 $9.749 $3.616 59.0 $0.000 $0.000 - - $6.133 $9.749 $3.616 59.0 Paratransit Reimbursment $15.007 $16.929 $1.922 12.8 $0.000 $0.000 - - $15.007 $16.929 $1.922 12.8 Other Operating Revenue $14.566 $12.819 (1.747) (12.0) $0.000 $0.000 - - $14.566 $12.819 (1.747) (12.0)Other Revenue $35.706 $39.496 $3.790 10.6 $0.000 $0.000 - - $35.706 $39.496 $3.790 10.6 Capital and Other Reimbursements $0.000 $0.000 - - $113.635 $125.764 $12.129 10.7 $113.635 $125.764 $12.129 10.7 Total Revenue $436.427 $443.264 $6.837 1.6 $113.635 $125.764 $12.129 10.7 $550.062 $569.028 $18.966 3.4

ExpensesLabor :Payroll $294.781 $289.066 $5.715 1.9 $44.627 $40.611 $4.017 9.0 $339.408 $329.677 $9.731 2.9 Overtime $50.229 $56.995 (6.767) (13.5) $9.433 $18.974 (9.541) - $59.662 $75.969 (16.307) (27.3)Total Salaries & Wages $345.010 $346.062 (1.052) (0.3) $54.060 $59.585 (5.524) (10.2) $399.070 $405.646 (6.576) (1.6)

Health and Welfare $79.268 $59.537 $19.731 24.9 $2.096 $2.118 (0.022) (1.0) $81.364 $61.655 $19.709 24.2 OPEB Current Payment $39.238 $21.171 $18.067 46.0 $0.835 $0.785 $0.050 6.0 $40.074 $21.956 $18.118 45.2 Pensions $78.663 $78.719 (0.055) (0.1) $3.041 $3.156 (0.116) (3.8) $81.704 $81.875 (0.171) (0.2)Other Fringe Benefits $43.042 $41.862 $1.180 2.7 $17.528 $18.179 (0.651) (3.7) $60.571 $60.041 $0.530 0.9 Total Fringe Benefits $240.212 $201.288 $38.924 16.2 $23.501 $24.239 (0.738) (3.1) $263.713 $225.527 $38.186 14.5

Contribution to GASB Fund $0.000 $0.000 - - $0.000 $0.000 - - $0.000 $0.000 - -Reimbursable Overhead (22.748) (28.648) $5.900 25.9 $22.748 $28.648 (5.900) (25.9) $0.000 $0.000 $0.000 -Labor $562.474 $518.702 $43.772 7.8 $100.309 $112.471 (12.162) (12.1) $662.783 $631.173 $31.610 4.8

Non-Labor :Electric Power $25.467 $26.058 (0.591) (2.3) $0.021 $0.039 (0.017) (80.7) $25.488 $26.096 (0.608) (2.4)Fuel $9.789 $10.008 (0.219) (2.2) $0.000 $0.000 $0.000 - $9.789 $10.008 (0.219) (2.2)Insurance $5.788 $5.776 $0.012 0.2 $0.000 $0.000 $0.000 - $5.788 $5.776 $0.012 0.2 Claims $14.278 $23.278 (9.000) (63.0) $0.000 $0.000 - - $14.278 $23.278 (9.000) (63.0)Paratransit Service Contracts $35.117 $43.038 (7.922) (22.6) $0.000 $0.000 $0.000 - $35.117 $43.038 (7.922) (22.6)Maintenance and Other Operating Contracts $25.738 $22.467 $3.272 12.7 $5.719 $4.751 $0.968 16.9 $31.457 $27.217 $4.240 13.5 Professional Service Contracts $19.726 $10.309 $9.417 47.7 $1.935 $1.296 $0.639 33.0 $21.662 $11.605 $10.057 46.4 Materials & Supplies $34.297 $25.696 $8.601 25.1 $5.492 $6.792 (1.300) (23.7) $39.789 $32.489 $7.300 18.3 Other Business Expenses $6.811 $7.303 (0.492) (7.2) $0.159 $0.415 (0.256) - $6.970 $7.718 (0.748) (10.7)Non-Labor $177.012 $173.933 $3.079 1.7 $13.326 $13.293 $0.033 0.3 $190.338 $187.226 $3.113 1.6

Other Expense Adjustments:Other $0.000 $0.000 - - $0.000 $0.000 - - $0.000 $0.000 - -Other Expense Adjustments $0.000 $0.000 - - $0.000 $0.000 - - $0.000 $0.000 - -

Total Expenses before Depreciation and OPEB $739.486 $692.635 $46.851 6.3 $113.635 $125.764 (12.129) (10.7) $853.121 $818.399 $34.722 4.1

Depreciation $160.705 $153.957 $6.747 4.2 $0.000 $0.000 - - $160.705 $153.957 $6.747 4.2 OPEB Liability $0.000 $0.000 $0.000 - $0.000 $0.000 - - $0.000 $0.000 $0.000 -GASB 68 Pension Adjustment $0.000 $0.000 $0.000 - $0.000 $0.000 - - $0.000 $0.000 $0.000 -Environmental Remediation $0.000 $0.000 - - $0.000 $0.000 - - $0.000 $0.000 - -

Total Expenses $900.190 $846.592 $53.599 6.0 $113.635 $125.764 (12.129) (10.7) $1,013.826 $972.356 $41.470 4.1

OPERATING SURPLUS/DEFICIT (463.764) (403.328) $60.436 13.0 $0.000 $0.000 $0.000 - (463.764) (403.328) $60.436 13.0

Note: Totals may not add due to rounding

Note: Results are based on the preliminary close of the general ledger and are subject to review and adjustment. Please note that the current months'actuals do not include post-close adjustments, which will be captured in the subsequent month's YTD results.


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MTA NEW YORK CITY TRANSITOct - 2018 Mid_Year

Accrual Statement of Operations By CategoryYear-To-Date - Oct 2018

($ in Millions)11/15/2018 08:03 AM



ForecastFavorable




RevenueFarebox Revenue:Subway $2,863.791 $2,858.652 (5.139) (0.2) $0.000 $0.000 - - $2,863.791 $2,858.652 (5.139) (0.2)Bus $780.239 $782.105 $1.866 0.2 $0.000 $0.000 - - $780.239 $782.105 $1.866 0.2 Paratransit $15.350 $16.863 $1.513 9.9 $0.000 $0.000 - - $15.350 $16.863 $1.513 9.9 Fare Liability $65.418 $65.420 $0.002 0.0 $0.000 $0.000 - - $65.418 $65.420 $0.002 0.0 Farebox Revenue $3,724.798 $3,723.040 (1.758) 0.0 $0.000 $0.000 - - $3,724.798 $3,723.040 (1.758) 0.0 Fare Reimbursment $71.750 $68.411 (3.339) (4.7) $0.000 $0.000 - - $71.750 $68.411 (3.339) (4.7)Paratransit Reimbursment $158.203 $165.735 $7.532 4.8 $0.000 $0.000 - - $158.203 $165.735 $7.532 4.8 Other Operating Revenue $135.923 $127.438 (8.485) (6.2) $0.000 $0.000 - - $135.923 $127.438 (8.485) (6.2)Other Revenue $365.876 $361.584 (4.292) (1.2) $0.000 $0.000 - - $365.876 $361.584 (4.292) (1.2)Capital and Other Reimbursements $0.000 $0.000 - - $1,194.248 $1,251.554 $57.305 4.8 $1,194.248 $1,251.554 $57.305 4.8 Total Revenue $4,090.674 $4,084.624 (6.051) (0.1) $1,194.248 $1,251.554 $57.305 4.8 $5,284.923 $5,336.178 $51.255 1.0

ExpensesLabor :Payroll $2,839.138 $2,807.842 $31.296 1.1 $450.181 $424.206 $25.976 5.8 $3,289.319 $3,232.047 $57.272 1.7 Overtime $488.394 $568.912 (80.518) (16.5) $114.000 $179.633 (65.633) (57.6) $602.394 $748.545 (146.151) (24.3)Total Salaries & Wages $3,327.532 $3,376.754 (49.222) (1.5) $564.181 $603.838 (39.657) (7.0) $3,891.713 $3,980.592 (88.879) (2.3)

Health and Welfare $772.703 $736.565 $36.137 4.7 $20.285 $20.336 (0.051) (0.3) $792.988 $756.902 $36.086 4.6 OPEB Current Payment $383.673 $372.880 $10.793 2.8 $8.253 $7.735 $0.518 6.3 $391.926 $380.614 $11.311 2.9 Pensions $774.142 $778.814 (4.672) (0.6) $30.304 $32.467 (2.163) (7.1) $804.447 $811.281 (6.834) (0.8)Other Fringe Benefits $416.906 $415.461 $1.445 0.3 $182.237 $192.036 (9.799) (5.4) $599.143 $607.497 (8.355) (1.4)Total Fringe Benefits $2,347.424 $2,303.720 $43.704 1.9 $241.079 $252.574 (11.495) (4.8) $2,588.503 $2,556.294 $32.209 1.2

Contribution to GASB Fund $0.000 $0.000 - - $0.000 $0.000 - - $0.000 $0.000 - -Reimbursable Overhead (250.636) (293.812) $43.176 17.2 $250.636 $293.812 (43.176) (17.2) $0.000 $0.000 $0.000 -Labor $5,424.319 $5,386.662 $37.657 0.7 $1,055.897 $1,150.225 (94.328) (8.9) $6,480.216 $6,536.886 (56.670) (0.9)

Non-Labor :Electric Power $258.176 $245.059 $13.117 5.1 $0.210 $0.310 (0.100) (47.6) $258.386 $245.370 $13.017 5.0 Fuel $91.416 $95.841 (4.424) (4.8) $0.027 $0.255 (0.228) - $91.443 $96.096 (4.652) (5.1)Insurance $56.095 $56.128 (0.033) (0.1) $0.000 $0.000 $0.000 - $56.095 $56.128 (0.033) (0.1)Claims $142.777 $160.727 (17.950) (12.6) $0.000 $0.000 - - $142.777 $160.727 (17.950) (12.6)Paratransit Service Contracts $345.444 $374.613 (29.169) (8.4) $0.000 $0.000 $0.000 - $345.444 $374.613 (29.169) (8.4)Maintenance and Other Operating Contracts $251.659 $206.316 $45.343 18.0 $59.858 $39.436 $20.422 34.1 $311.517 $245.751 $65.765 21.1 Professional Service Contracts $156.165 $159.263 (3.098) (2.0) $19.083 $8.762 $10.322 54.1 $175.249 $168.025 $7.224 4.1 Materials & Supplies $286.684 $291.440 (4.757) (1.7) $59.946 $48.972 $10.974 18.3 $346.629 $340.412 $6.217 1.8 Other Business Expenses $68.627 $72.583 (3.956) (5.8) (0.773) $3.594 (4.367) - $67.854 $76.177 (8.323) (12.3)Non-Labor $1,657.044 $1,661.971 (4.927) (0.3) $138.351 $101.329 $37.022 26.8 $1,795.396 $1,763.300 $32.096 1.8


Total Expenses before Depreciation and OPEB $7,081.363 $7,048.633 $32.730 0.5 $1,194.248 $1,251.554 (57.305) (4.8) $8,275.612 $8,300.187 (24.575) (0.3)

Depreciation $1,501.919 $1,519.886 (17.967) (1.2) $0.000 $0.000 - - $1,501.919 $1,519.886 (17.967) (1.2)OPEB Liability $1,012.643 $785.893 $226.750 22.4 $0.000 $0.000 - - $1,012.643 $785.893 $226.750 22.4 GASB 68 Pension Adjustment (6.571) (6.571) $0.000 0.0 $0.000 $0.000 - - (6.571) (6.571) $0.000 0.0 Environmental Remediation $0.000 $0.000 - - $0.000 $0.000 - - $0.000 $0.000 - -

Total Expenses $9,589.355 $9,347.841 $241.513 2.5 $1,194.248 $1,251.554 (57.305) (4.8) $10,783.603 $10,599.395 $184.208 1.7

OPERATING SURPLUS/DEFICIT (5,498.680) (5,263.218) $235.462 4.3 $0.000 $0.000 $0.000 - (5,498.680) (5,263.218) $235.462 4.3




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Table 3MTA NEW YORK CITY TRANSIT

JULY FINANCIAL PLAN - 2018 MID-YEAR FORECASTEXPLANATION OF VARIANCES BETWEEN MID-YEAR FORECAST AND ACTUAL ACCRUAL BASIS

October 2018($ in millions)

MONTH YEAR TO DATEFavorable Favorable

Generic Revenue Nonreimb (Unfavorable) (Unfavorable)or Expense Category or Reimb Variance Reason for Variance Variance Reason for Variance

$ % $ %

Farebox Revenue NR 3.0 0.8 Subways was above forecast by $2.4 million (0.8 percent), buses was higher by $0.2 million (0.2 percent), and paratransit was favorable by $0.5 million (30.3 percent).

(1.8) 0.0 Subways was below forecast by $5.1 million (0.2 percent), buses was higher by $1.9 million (0.2 percent), and paratransit exceeded forecast by $1.5 million (9.9 percent).

Other Operating Revenue NR 3.8 10.6 Mostly the favorable timing of student fare reimbursements

(4.3) (1.2) Mostly lower advertising/real estate revenues and the unfavorable timing of student fare reimbursements, partly offset by higher Urban Tax revenues

Payroll NR 5.7 1.9 Due mostly to vacancies and the favorable timing of expenses

31.3 1.1 Largely from vacancies and the favorable timing of expenses

Overtime NR (6.8) (13.5) Due primarily to additional vacancy/absentee coverage requirements, subway service delays, and higher than forecasted requirements for Car Maintainers and Cleaners, Elevators/Escalators, Trackwork and Bus Maintainers/Dispatchers

(80.5) (16.5) Due largely to subway service delays, higher than forecasted requirements for Car Maintainers and Cleaners, Elevators/Escalators, Trackwork and Bus Dispatchers/Maintainers as well as vacancy/absentee coverage requirements and the unfavorable timing of expenses

Health & Welfare (including OPEB current payment)

NR 37.8 31.9 Due primarily to greater-than-anticipated Express Script rebates

46.9 4.1 Due primarily to greater-than-anticipated Express Script rebates

Pension NR (4.7) (0.6) Primarily the unfavorable timing of both NYCERS and MaBSTOA pension expenses

Other Fringe Benefits NR 1.2 2.7 Due mainly to favorable overhead credits, resulting largely from increased reimbursable labor requirements

1.4 0.3 Due mainly to favorable overhead credits, resulting largely from increased reimbujrsable labor requirements, mostly offset by higher FICA expenses

Reimbursable Overhead NR 5.9 25.9 Due mainly to increased reimbursable overtime work requirements

43.2 17.2 Due mainly to increased reimbursable overtime work requirements

Electric Power NR 13.1 5.1 Primarily the favorable timing of expenses, lower prices and consumption.

Fuel NR (4.4) (4.8) Due mainly to higher prices and consumption, partly offset by the favorable timing of expenses


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JULY FINANCIAL PLAN - 2018 MID-YEAR FORECASTEXPLANATION OF VARIANCES BETWEEN MID-YEAR FORECAST AND ACTUAL ACCRUAL BASIS



Generic Revenue Nonreimb (Unfavorable) (Unfavorable)or Expense Category or Reimb Variance Reason for Variance Variance Reason for Variance

$ % $ %Claims NR (9.0) (63.0) Additional reserve accruals in anticipation of the

year-end reserve update(18.0) (12.6) Additional reserve accruals in anticipation of

the year-end reserve update

Paratransit Service Contracts NR (7.9) (22.6) Due principally to increased E-hail related trip activity

(29.2) (8.4) Due principally to increased E-hail related trip activity

Maintenance and Other Operating Contracts

NR 3.3 12.7 Due essentially to the transfer of operating vehicles to be capitalized and the favorable timing of paratransit vehicle purchases

45.3 18.0 Due essentially to the transfer of operating vehicles to be capitalized, the favorable timing of paratransit vehicle purchases and the timing of revenue vehicle maintenance & repair expenses

Professional Service Contracts NR 9.4 47.7 Mainly the favorable timing of various professional service contract requirements

(3.1) (2.0) Mainly the unfavorable timing of various professional service contract requirements

Materials & Supplies NR 8.6 25.1 Primariy the favorable timing of maintenance material requirements and favorable inventory/obsolescense adustments

(4.8) (1.7) Principally the unfavorable timing of non-vehicle maintenance requirements

Capital and Other Reimbursements R 12.1 10.7 Increased reimbursements, consistent with an increase in reimbursable expenses

57.3 4.8 Increased reimbursements, consistent with an increase in reimbursable expenses

Payroll R 4.0 9.0 Mainly vacancies/absentees not available for non-capital and capital engineering requirements, partly offset by higher capital construction requirements

26.0 5.8 Mainly vacancies/absentees not available for non-capital and capital engineering requirements, partly offset by higher capital construction requirements

Overtime R (9.5) over (100.0)

Due mainly to vacancy/absentee coverage requirements, SAP job overruns and additional capital support

(65.6) (57.6) Due mainly to vacancy/absentee coverage requirements, SAP job overruns and additional capital support

Maintenance Contracts R 20.4 34.1 Primarily the favorable timing of non-vehicle maintenance & repair expenses

Professional Service Contracts R 10.3 54.1 Primarily the favorable timing of engineering services expenses

Materials & Supplies R 11.0 18.3 Mainly the favorable timing of non-vehicle maintenance requirements

Other Business Expenses R (4.4) n/a The unfavorable timing of reimbursable job closing adjustments and various miscellaneous expenses


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MTA NEW YORK CITY TRANSITJuly Financial Plan - 2018 Mid_Year

Cash Receipts and ExpendituresOct FY18

($ in Millions)

11/20/2018 04:09 PM

Mid_Year. FinalFY18

Month Year-To-Date

ForecastFavorable


(Unfavorable)Mid_Year Actual Variance Percent Mid_Year Actual Variance Percent

ReceiptsFarebox Revenue $400.720 $402.382 $1.662 0.4 $3,724.998 $3,736.667 $11.669 0.3 Fare Reimbursment $4.848 $0.000 (4.848) - $30.554 $26.426 (4.128) (13.5)Paratransit Reimbursment $41.969 $3.108 (38.861) (92.6) $181.597 $141.114 (40.483) (22.3)Other Operating Revenue $4.734 $4.118 (0.616) (13.0) $40.939 $37.144 (3.795) (9.3)Other Revenue $51.552 $7.226 (44.326) (86.0) $253.090 $204.684 (48.406) (19.1)Capital and Other Reimbursements $133.635 $129.660 (3.975) (3.0) $1,270.122 $1,064.788 (205.334) (16.2)Total Revenue $585.907 $539.268 (46.639) (8.0) $5,248.210 $5,006.139 (242.071) (4.6)

ExpendituresLabor :Payroll $320.039 $307.078 $12.961 4.0 $3,191.475 $3,117.017 $74.458 2.3 Overtime $59.662 $75.969 (16.307) (27.3) $602.394 $748.545 (146.151) (24.3)Total Salaries & Wages $379.701 $383.047 (3.346) (0.9) $3,793.869 $3,865.562 (71.693) (1.9)

Health and Welfare $81.364 $73.495 $7.869 9.7 $785.860 $737.498 $48.362 6.2 OPEB Current Payment $40.074 $21.956 $18.118 45.2 $392.120 $380.808 $11.311 2.9 Pensions $81.704 $81.856 (0.152) (0.2) $804.383 $811.130 (6.747) (0.8)Other Fringe Benefits $37.530 $41.419 (3.889) (10.4) $409.312 $425.069 (15.757) (3.8)Total Fringe Benefits $240.672 $218.726 $21.946 9.1 $2,391.674 $2,354.505 $37.169 1.6

Contribution to GASB Fund $0.000 $0.000 $0.000 - $0.000 $0.000 $0.000 -Reimbursable Overhead $0.000 $0.000 - - $0.000 $0.000 - -Labor $620.373 $601.773 $18.600 3.0 $6,185.544 $6,220.067 (34.523) (0.6)

Non-Labor :Electric Power $25.488 $27.533 (2.045) (8.0) $258.386 $257.239 $1.147 0.4 Fuel $9.789 $10.560 (0.771) (7.9) $91.443 $96.763 (5.320) (5.8)Insurance $11.883 $0.000 $11.883 - $67.568 $67.429 $0.139 0.2 Claims $9.893 $11.661 (1.768) (17.9) $110.330 $118.015 (7.685) (7.0)Paratransit Service Contracts $35.117 $46.842 (11.725) (33.4) $343.444 $373.563 (30.119) (8.8)Maintenance and Other Operating Contracts $31.457 $27.212 $4.245 13.5 $322.149 $243.225 $78.924 24.5 Professional Service Contracts $18.662 $24.373 (5.711) (30.6) $168.581 $169.399 (0.818) (0.5)Materials & Supplies $36.014 $34.662 $1.352 3.8 $342.675 $343.627 (0.952) (0.3)Other Business Expenses $6.970 $7.989 (1.019) (14.6) $67.854 $78.245 (10.391) (15.3)Non-Labor $185.274 $190.832 (5.558) (3.0) $1,772.431 $1,747.505 $24.926 1.4

Other Expense Adjustments:Other $0.000 $0.000 - - $0.000 $0.000 - -Other Expense Adjustments $0.000 $0.000 - - $0.000 $0.000 - -

Total Expenditures before Depreciation and OPEB $805.646 $792.605 $13.041 1.6 $7,957.975 $7,967.572 (9.597) (0.1)

Depreciation $0.000 $0.000 $0.000 - $0.000 $0.000 $0.000 -OPEB Liability $0.000 $0.000 $0.000 - $0.000 $0.000 $0.000 -GASB 68 Pension Adjustment $0.000 $0.000 $0.000 - $0.000 $0.000 $0.000 -Environmental Remediation $0.000 $0.000 $0.000 - $0.000 $0.000 $0.000 -

Total Expenditures $805.646 $792.605 $13.041 1.6 $7,957.975 $7,967.572 (9.597) (0.1)

Net Surplus/(Deficit) (219.739) (253.337) (33.598) (15.3) (2,709.764) (2,961.433) (251.669) (9.3)



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JULY FINANCIAL PLAN - 2018 MID-YEAR FORECASTEXPLANATION OF VARIANCES BETWEEN THE MID-YEAR FORECAST AND ACTUAL CASH BASIS



Operating Receipts (Unfavorable) (Unfavorable)or Disbursements Variance Reason for Variance Variance Reason for Variance

$ % $ %Farebox Receipts 1.7 0.4 Primarily the favorable timing of receipts 11.7 0.3 Primarily the favorable timing of receipts

Other Operating Receipts (44.3) (86.0) Due principally to the unfavorable timing of Paratransit reimbursements

(48.4) (19.1) Due principally to the unfavorable timing of Paratransit reimbursements

Capital and Other Reimbursements (4.0) (3.0) Largely the unfavorable timing of capital reimbursements

(205.3) (16.2) Largely the unfavorable timing of capital reimbursements

Salaries & Wages (3.3) (0.9) Mainly higher overtime expenditures (71.7) (1.9) Mainly higher overtime expenditures

Health & Welfare (including OPEB current payment)

26.0 21.3 Mostly lower expenses 59.6 5.1 Principally lower expenses and the favorable timing of payments

Paratransit Service Contracts (11.7) (33.4) Due principally to increased E-hail related trip activity

(30.1) (8.8) Due principally to increased E-hail related trip activity

Maintenance Contracts 4.2 13.5 Mainly the favorable timing of expenses 78.9 24.5 Mainly the favorable timing of expenses and payments

Professional Service Contracts (5.7) (30.6) Mainly the unfavorable timing of payments


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MTA NEW YORK CITY TRANSITJuly Financial Plan - 2018 Mid_Year

Cash Conversion (Cash Flow Adjustments)Oct FY18

($ in Millions)

11/20/2018 04:10 PM

Mid_Year. FinalFY18

Month Year-To-Date

ForecastFavorable



RevenueFarebox Revenue $0.000 (1.386) (1.386) - $0.200 $13.627 $13.427 -Fare Reimbursment (1.285) (9.749) (8.464) - (41.197) (41.985) (0.789) (1.9)Paratransit Reimbursment $26.962 (13.821) (40.783) - $23.394 (24.621) (48.015) -Other Operating Revenue (9.832) (8.701) $1.131 11.5 (94.984) (90.294) $4.690 4.9 Other Revenue $15.845 (32.270) (48.116) - (112.786) (156.900) (44.114) (39.1)Capital and Other Reimbursements $20.000 $3.896 (16.104) (80.5) $75.874 (186.766) (262.640) -Total Revenue $35.845 (29.760) (65.605) - (36.712) (330.039) (293.326) -

ExpensesLabor :Payroll $19.369 $22.599 $3.230 16.7 $97.844 $115.030 $17.187 17.6 Overtime $0.000 $0.000 $0.000 - $0.000 $0.000 $0.000 -Total Salaries & Wages $19.369 $22.599 $3.230 16.7 $97.844 $115.030 $17.187 17.6

Health and Welfare $0.000 (11.840) (11.840) - $7.128 $19.404 $12.276 -OPEB Current Payment $0.000 $0.000 $0.000 - (0.194) (0.194) $0.000 0.0 Pensions $0.000 $0.019 $0.019 - $0.064 $0.151 $0.087 -Other Fringe Benefits $23.041 $18.622 (4.419) (19.2) $189.831 $182.428 (7.402) (3.9)Total Fringe Benefits $23.041 $6.801 (16.240) (70.5) $196.829 $201.789 $4.960 2.5

Contribution to GASB Fund $0.000 $0.000 $0.000 - $0.000 $0.000 $0.000 -Reimbursable Overhead $0.000 $0.000 $0.000 - $0.000 $0.000 $0.000 -Labor $42.410 $29.400 (13.010) (30.7) $294.672 $316.819 $22.147 7.5

Non-Labor :Electric Power $0.000 (1.437) (1.437) - $0.000 (11.869) (11.869) -Fuel $0.000 (0.552) (0.552) - $0.000 (0.667) (0.667) -Insurance (6.095) $5.776 $11.871 - (11.473) (11.301) $0.172 1.5 Claims $4.384 $11.617 $7.232 - $32.447 $42.712 $10.265 31.6 Paratransit Service Contracts $0.000 (3.804) (3.804) - $2.000 $1.050 (0.950) (47.5)Maintenance and Other Operating Contracts $0.000 $0.005 $0.005 - (10.632) $2.526 $13.158 -Professional Service Contracts $3.000 (12.768) (15.768) - $6.668 (1.374) (8.042) -Materials & Supplies $3.775 (2.173) (5.949) - $3.954 (3.215) (7.169) -Other Business Expenses $0.000 (0.271) (0.271) - $0.000 (2.068) (2.068) -Non-Labor $5.065 (3.606) (8.671) - $22.965 $15.795 (7.170) (31.2)


Total Expenses before Depreciation and OPEB $47.475 $25.794 (21.681) (45.7) $317.637 $332.615 $14.978 4.7

Depreciation $160.705 $153.957 (6.747) (4.2) $1,501.919 $1,519.886 $17.967 1.2 OPEB Liability $0.000 $0.000 $0.000 - $1,012.643 $785.893 (226.750) (22.4)GASB 68 Pension Adjustment $0.000 $0.000 $0.000 - (6.571) (6.571) $0.000 0.0 Environmental Remediation $0.000 $0.000 $0.000 - $0.000 $0.000 $0.000 -

Total Expenditures $208.180 $179.751 (28.429) (13.7) $2,825.628 $2,631.823 (193.805) (6.9)

Total Cash Conversion Adjustments $244.025 $149.991 (94.034) (38.5) $2,788.916 $2,301.785 (487.131) (17.5)




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Mid-Year VarianceForecast Actual Fav./(Unfav) Explanation

Administration Office of the President 38 33 5 Law 320 280 40

Office of the EVP 36 28 8 Human Resources 252 243 9 Office of Management and Budget 43 40 3 Capital Planning & Budget 36 31 5 Corporate Communications 214 193 21 Non-Departmental (25) - (25) Labor Relations 100 86 14 Materiel 261 251 10 Controller 125 115 10

Total Administration 1,400 1,300 100Operations

Subways Service Delivery 8,689 8,650 39 Subways Operations Support/Admin 444 449 (5) Subways Stations 2,741 2,589 152 Mostly Station Supervisors & Agents

Sub-total Subways 11,874 11,688 186 Buses 11,093 10,944 149 Largely Bus Operators Paratransit 213 201 12 Operations Planning 407 383 24 Revenue Control 643 620 23 Non-Departmental 0 (1) 1

Total Operations 24,230 23,835 395Maintenance

Subways Operations Support/Admin 188 173 15 Subways Engineering 398 343 55 Mostly PTEs Subways Car Equipment 5,178 5,160 18 Subways Infrastructure 1,842 1,812 30 Subways Elevators & Escalators 482 422 60 Mainly Elev. & Escal. Maintainers Subways Stations 3,454 3,285 169 Mostly Cleaners & Maintainers Subways Track 3,348 3,244 104 Largely Maintainers Subways Power 701 674 27 Subways Signals 1,650 1,630 20 Subways Electronic Maintenance 1,721 1,593 128 Primarily PTE/Maintainer shortage

Sub-total Subways 18,962 18,336 626 Buses 3,662 3,620 42 Supply Logistics 597 593 4

System Safety 97 89 8 Non-Departmental (140) (1) (139)

Total Maintenance 23,178 22,637 541Engineering/Capital

Capital Program Management 1,438 1,394 44Total Engineering/Capital 1,438 1,394 44

Public Safety Security 644 630 14

Total Public Safety 644 630 14

Total Positions 50,890 49,796 1,094

Non-Reimbursable 45,245 44,546 699Reimbursable 5,645 5,250 395

Total Full-Time 50,694 49,594 1,100Total Full-Time Equivalents 196 202 (6)

October 2018

MTA NEW YORK CITY TRANSITJULY FINANCIAL PLAN - 2018 MID-YEAR FORECASTTOTAL POSITIONS by FUNCTION and DEPARTMENT

NON-REIMBURSABLE/REIMBURSABLE and FULL-TIME POSITIONS/FULL-TIME EQUIVALENTS


FUNCTION/OCCUPATIONMid-Year Forecast Actual

Variance Fav./(Unfav)

Administration:Managers/Supervisors 523 431 92Professional, Technical, Clerical 841 841 0Operational Hourlies 36 28 8

Total Administration 1,400 1,300 100Operations

Managers/Supervisors 2,886 2,755 131Professional, Technical, Clerical 588 558 30Operational Hourlies 20,756 20,522 234

Total Operations 24,230 23,835 395Maintenance

Managers/Supervisors 4,177 4,071 106Professional, Technical, Clerical 1,159 1,016 143Operational Hourlies 17,842 17,550 292

Total Maintenance 23,178 22,637 541Engineering/Capital

Managers/Supervisors 360 341 19Professional, Technical, Clerical 1,076 1,051 25Operational Hourlies 2 2 0

Total Engineering/Capital 1,438 1,394 44Public Safety

Managers/Supervisors 264 258 6Professional, Technical, Clerical 44 38 6Operational Hourlies 336 334 2

Total Public Safety 644 630 14Total Positions

Managers/Supervisors 8,210 7,856 354Professional, Technical, Clerical 3,708 3,504 204Operational Hourlies 38,972 38,436 536

Total Positions 50,890 49,796 1,094

Explanation

MTA NEW YORK CITY TRANSIT

TOTAL POSITIONS by FUNCTION and OCCUPATION

FULL-TIME POSITIONS and FULL-TIME EQUIVALENTSOctober 2018

JULY FINANCIAL PLAN - 2018 MID-YEAR FORECAST


MTA New York City TransitJuly Financial Plan ‐ 2018 Mid‐Year ForecastNon‐Reimbursable/Reimbursable Overtime

($ in millions)

NON-REIMBURSABLE OVERTIME Hours $ Hours $ Hours $ Hours $ Hours $ Hours $

Scheduled Service 392,999 $12.994 394,718 $13.110 (1,719) ($0.116) 3,742,037 $122.882 3,644,930 $120.734 97,107 $2.148-0.9% 1.7%

Unscheduled Service 346,286 $11.691 476,982 $13.869 (130,696) ($2.178) 3,347,605 $112.782 5,102,667 $149.217 (1,755,062) ($36.436)-18.6% -32.3%

Programmatic/Routine Maintenance 601,808 $21.733 646,906 $23.261 (45,099) ($1.528) 5,552,754 $200.170 6,068,622 $216.709 (515,868) ($16.539)-7.0% -8.3%

Vacancy/Absentee Coverage 52,304 $1.703 166,439 $5.512 (114,135) ($3.809) 523,033 $16.964 1,121,881 $38.596 (598,849) ($21.632)* *

Weather Emergencies 5,133 $0.150 12,036 $0.410 (6,903) ($0.261) 1,041,461 $34.354 1,095,315 $36.308 (53,853) ($1.954)* -5.7%

Safety/Security/Law Enforcement 9,616 $0.287 6,726 $0.191 2,890 $0.096 96,152 $2.853 81,658 $2.372 14,494 $0.48033.5% 16.8%

Other 50,466 $1.671 17,168 $0.641 33,297 $1.030 (57,853) ($1.611) 173,095 $4.977 (230,948) ($6.588)61.6% *

Subtotal 1,458,611 $50.229 1,720,975 $56.996 (262,364) ($6.767) 14,245,189 $488.394 17,288,167 $568.914 (3,042,979) ($80.521)-13.5% -16.5%

REIMBURSABLE OVERTIME 305,286 $9.433 532,500 $18.974 (227,215) ($9.541) 3,091,302 $114.000 5,023,800 $179.630 (1,932,498) ($65.630)* -57.6%

TOTAL OVERTIME 1,763,897 $59.662 2,253,475 $75.969 (489,578) ($16.307) 17,336,491 $602.394 22,311,967 $748.545 (4,975,476) ($146.151)

-27.3% -24.3%

Totals may not add due to roundingNOTE: Percentages are based on each type of overtime and not on total overtime.* Exceeds 100%

Oct Oct Year-to-DateForecast Actuals Var. - Fav./(Unfav) Forecast Actuals Var. - Fav./(Unfav)


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MTA New York City Transit July Financial Plan - 2018 Mid-Year ForecastNon-Reimbursable/Reimbursable Overtime

($ in millions)

NON-REIMBURSABLE OVERTIME Hours $ Explanations Hours $ Explanations

Scheduled Service (1,719) ($0.1) 97,107 $2.1 Favorable variance is related to the timing of the expense in addition to vacancies within the department of Buses

1.7% (2.7%)

Unscheduled Service (130,696) ($2.2) Unfavorable variance due to subway service delays (1,755,062) ($36.4) Unfavorable variance due to subway service delays and Bus

32.2% 45.3%

Programmatic/Routine Maintenance (45,099) ($1.5) Unfavorable variance mainly due to overrun for Car maintainer, Car cleaner, MS E&E ,MS Track, Track workers, Bus Maintainer and Bus Dispatcher

(515,868) ($16.5) Unfavorable variance mainly due to overrun for Car maintainer, Car cleaner, MS E&E ,MS Track, Track workers, Bus Maintainer and Bus Dispatcher

22.6% 20.5%

Vacancy/Absentee Coverage (114,135) ($3.8) Unfavorable variance mainly due to vacancy/absentee coverage for Station Agents, Bus operators and Track hourly employees

(598,849) ($21.6) Unfavorable variance mainly due to vacancy/absentee coverage for Station Agents, Bus operators and Track and Signal hourly employees

56.3% 26.9%

Weather Emergencies (6,903) ($0.3) (53,853) ($2.0) Unfavorable variances mainly due to heavy rain systemwide and MOW coverage &support during heat

3.9% 2.4%

Safety/Security/Law Enforcement 2,890 $0.1 14,494 $0.5(1.4%) (0.6%)

Other 33,297 $1.0 Favorable variance is primarily due to timing of expense (230,948) ($6.6) Unfavorable variance mainly due to timing lag of reimbursable charges and timing of budgeted target reduction for training

(15.2%) 8.2%

Subtotal (262,364) ($6.8) (3,042,979) ($80.5)41.5% 55.1%

REIMBURSABLE OVERTIME (227,215) ($9.5) Unfavorable variance mainly due to vacancy/absentee Coverage, SAP Job overrun and additional Capital support

(1,932,498) ($65.6) Unfavorable variance mainly due to vacancy/absentee Coverage, SAP Job overrun and additional Capital support

58.5% 44.9%

TOTAL OVERTIME (489,578) ($16.3) (4,975,476) ($146.2)Totals may not add due to rounding. NOTE: Percentages are based on each type of overtime and not on total overtime.* Exceeds 100%

Oct Oct Year-to-DateVar. - Fav./(Unfav) Var. - Fav./(Unfav)


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METROPOLITAN TRANSPORTATION AUTHORITY2018 Overtime Reporting

Overtime Legend

Type Definition

Scheduled Service Crew book/Regular Run/Shift hours (above 8 hours) required by train crews, bus/tower/block operators, transportation supervisors/dispatchers, fare sales and collection, Train & Engineers, as well as non-transportation workers whose work is directly related to providing service (includes coverage for holidays).

Unscheduled Service Service coverage resulting from extraordinary events not related to weather, such as injuries, mechanical breakdowns, unusual traffic, tour length, late tour relief, and other requirements that arise that are non-absence related.

Programmatic/Routine Maintenance Program Maintenance work for which overtime is planned (e.g. Railroad Tie Replacement, Sperry Rail Testing, Running Board Replacement Programs). This also includes Routine Maintenance work for which OT has been planned, as well as all other maintenance not resulting from extraordinary events, including running repairs. Program/Routine maintenance work is usually performed during hours that are deemed more practical in order to minimize service disruptions, and includes contractual scheduled pay over 8 hours.

Unscheduled Maintenance Resulting from an extraordinary event (not weather-related) requiring the use of unplanned maintenance to perform repairs on trains, buses, subway and bus stations, depots, tracks and administrative and other facilities, including derailments, tour length and weekend coverage.

Vacancy/Absentee Coverage Provides coverage for an absent employee or a vacant position.

Weather Emergencies Coverage necessitated by extreme weather conditions (e.g. snow, flooding, hurricane, and tornadoes), as well as preparatory and residual costs.

Safety/Security/Law Enforcement Coverage required to provide additional customer & employee protection and to secure MTA fleet facilities, transportation routes, and security training.

Other Includes overtime coverage for clerical, administrative positions that are eligible for overtime, and miscellaneous overtime.

Reimbursable Overtime Overtime incurred to support projects that are reimbursed from the MTA Capital Program and other funding sources.


Favorable/(Unfavorable) VarianceMid-YearForecast

NovemberForecast

ActualResults Mid-Year Forecast November Forecast

$ $ $ $ % $ %

Total Revenue 4,090.7 4,081.5 4,084.6 (6.1) (0.1) 3.1 0.1

Total Expenses before Depreciation, OPEB 7,081.4 7,063.7 7,048.6 32.8 0.5 15.1 0.2and Environmental Remediation

Depreciation 1,501.9 1,501.9 1,519.9 (18.0) (1.2) (18.0) (1.2)OPEB Account 1,012.7 785.9 785.9 226.8 22.4 0.0 0.0GASB 68 Pension Adjustment (6.6) (6.6) (6.6) 0.0 n/a 0.0 0.0

Total Expenses 9,589.4 9,344.9 9,347.8 241.6 2.5 (2.9) (0.0)

Net Surplus/(Deficit) (5,498.7) (5,263.4) (5,263.2) 235.5 4.3 0.2 0.0


October 2018 Year-to-Date

MTA NEW YORK CITY TRANSITMID-YEAR FORECAST AND NOVEMBER FORECAST vs. ACTUAL RESULTS (NON-REIMBURSABLE)

OCTOBER 2018 YEAR-TO-DATE($ in millions)


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$ %

Total Revenue (Nonreimbursable) 3.1 0.1

Total Expenses (Nonreimbursable) (2.9) 0.0

NOTE: Regarding Mid-Year Forecast vs. Actual Results, variance explanations are provided in the monthly report to the Finance Committee.

Depreciation expense unfavorable by $(18.0M) (1.2)%

MTA NEW YORK CITY TRANSITEXPLANATION OF VARIANCES BETWEEN NOVEMBER FORECAST AND ACTUAL RESULTS


Mostly higher subway revenue

Operating expenses favorable by $15.1M (0.2)%

Favorable(Unfavorable)

Variance Reason for Variance


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Preliminary October 2018 Report: Staten Island Railway

The purpose of this report is to provide the preliminary October 2018 financial results on an accrual basis. The accrual basis is presented on both a non-reimbursable and reimbursable account basis. These results are compared to the Mid-Year Forecast (forecast).



October 2018 Staten Island Railway ridership of 432,256 riders was 23,931 riders (5.2percent) below forecast. Average weekday ridership of 17,845 riders was 539 riders (2.9percent) below October 2017.

Farebox revenue of $0.6 million was below forecast by $0.02 million (2.9 percent).

Operating expenses of $4.7 million in October were below forecast by $1.0 million (17.0percent).

o Labor expenses were below forecast by $0.4 million (9.8 percent).

o Non-labor expenses were under forecast by $0.6 million (37.0%).


STATEN ISLAND RAILWAY FINANCIAL AND RIDERSHIP REPORT

October 2018

(All data are preliminary and subject to audit)

Total ridership in October 2018 was 432,256 riders, 5.2 percent (23,931 riders) below the Mid-Year Forecast (forecast). Year-to-date, ridership was 3,779,353 riders, 1.7 percent (67,315 riders) lower than forecast. October 2018 average weekday ridership was 17,845 riders, 4.0 percent (745 riders) lower than October 2017. Average weekday ridership for the twelve months ending October 2018 was 16,250 riders, 0.3 percent (51 riders) below the previous twelve-month period.

Operating revenue of $0.9 million in October was $0.1 million (11.8 percent) above forecast. Year-to-date, operating revenue of $8.0 million was less than $0.1 million (0.2 percent) under forecast.

Nonreimbursable expenses, before depreciation, Other Post-Employment Benefits and GASB 68 Pension Adjustment, were lower than forecast in October by $1.0 million (17.0 percent).

Labor expenses were under forecast by $0.4 million (9.8 percent), due primarily to anunderrun in health & welfare/OPEB current expenses of $0.4 million (49.0 percent),resulting mostly from the favorable timing of expenses and vacancies.

Non-labor expenses underran forecast by $0.6 million (37.0 percent), due mainly to thefavorable timing of expenses reported in maintenance contract expenses of $0.5 million(91.6 percent), due largely to the favorable timing of non-revenue vehicle purchases andvarious maintenance work requirements.

Year-to-date, expenses were below forecast by $2.9 million (5.6 percent). Labor costs were below forecast by a net $0.3 million (0.8 percent), including lower

health & welfare/OPEB current expenses of $1.0 million (13.5 percent), again due to thefavorable timing of expenses and vacancies. Reimbursable overhead credits werefavorable by $0.4 million (over 100.0 percent). Partly offsetting these positive results arehigher overtime expenses $1.0 million (44.2 percent), due mainly to the unfavorabletiming of project work and vacancy coverage requirements.

Non-labor expenses were under by $2.6 million (22.3 percent), due essentially to lowermaintenance contract expenses of $2.6 million (77.9 percent), again resulting from thefavorable timing of non-revenue vehicle purchases and various maintenance workrequirements.

Depreciation expenses of $9.9 million year-to-date were above forecast by $2.6 million (34.8 percent), due mainly to year-end updates of additional assets reaching beneficial use. OPEB Liability expenses of $5.3 million were $0.3 million (5.0 percent) below forecast. GASB #68 Pension Adjustment was favorable to forecast by $0.9 million

The operating cash deficit (excluding subsidies) was $42.5 million year-to-date, $3.1 million (6.8 percent) favorable to forecast


MTA STATEN ISLAND RAILWAYoct - 2018 Mid_Year

Accrual Statement of Operations By CategoryMonth - oct 2018

($ in Millions)11/15/2018 03:26 PM



ForecastFavorable




RevenueFarebox Revenue:Farebox Revenue $0.656 $0.637 (0.019) (2.9) $0.000 $0.000 - - $0.656 $0.637 (0.019) (2.9)Other Revenue $0.168 $0.284 $0.116 69.2 $0.000 $0.000 - - $0.168 $0.284 $0.116 69.2 Capital and Other Reimbursements $0.000 $0.000 - - $0.126 $0.244 $0.118 93.8 $0.126 $0.244 $0.118 93.8 Total Revenue $0.824 $0.921 $0.097 11.8 $0.126 $0.244 $0.118 93.8 $0.949 $1.165 $0.215 22.7

ExpensesLabor :Payroll $2.164 $2.103 $0.061 2.8 $0.036 $0.048 (0.012) (34.5) $2.200 $2.151 $0.048 2.2 Overtime $0.101 $0.300 (0.199) - $0.127 $0.075 $0.052 40.9 $0.229 $0.375 (0.147) (64.1)Total Salaries & Wages $2.265 $2.403 (0.138) (6.1) $0.163 $0.124 $0.040 24.3 $2.428 $2.527 (0.098) (4.0)

Health and Welfare $0.647 $0.307 $0.340 52.5 $0.000 $0.000 $0.000 - $0.647 $0.307 $0.340 52.5 OPEB Current Payment $0.223 $0.137 $0.086 38.7 $0.000 $0.000 (0.001) - $0.223 $0.137 $0.086 38.4 Pensions $0.599 $0.545 $0.053 8.9 $0.000 $0.000 $0.000 - $0.599 $0.545 $0.053 8.9 Other Fringe Benefits $0.477 $0.497 (0.020) (4.3) $0.000 $0.000 - - $0.477 $0.497 (0.020) (4.3)Total Fringe Benefits $1.946 $1.486 $0.460 23.6 $0.000 $0.000 (0.001) - $1.946 $1.487 $0.459 23.6

Contribution to GASB Fund $0.000 $0.000 - - $0.000 $0.000 - - $0.000 $0.000 - -Reimbursable Overhead (0.026) (0.116) $0.089 - $0.026 $0.116 (0.089) - $0.000 $0.000 $0.000 -Labor $4.185 $3.774 $0.411 9.8 $0.189 $0.240 (0.050) (26.6) $4.374 $4.014 $0.361 8.2

Non-Labor :Electric Power $0.430 $0.224 $0.207 48.0 $0.000 $0.000 $0.000 - $0.430 $0.224 $0.206 48.0 Fuel $0.015 $0.016 (0.001) (5.8) $0.000 $0.000 $0.000 - $0.015 $0.016 (0.001) (5.8)Insurance $0.098 $0.122 (0.025) (25.6) $0.000 $0.000 $0.000 - $0.098 $0.122 (0.025) (25.6)Claims (0.002) $0.020 (0.022) - $0.000 $0.000 - - (0.002) $0.020 (0.022) -Paratransit Service Contracts $0.000 $0.000 - - $0.000 $0.000 - - $0.000 $0.000 - -Maintenance and Other Operating Contracts $0.565 $0.047 $0.518 91.6 $0.000 $0.000 - - $0.565 $0.047 $0.518 91.6 Professional Service Contracts $0.122 $0.159 (0.037) (30.4) (0.002) $0.004 (0.006) - $0.120 $0.163 (0.043) (35.6)Materials & Supplies $0.277 $0.353 (0.076) (27.5) (0.062) $0.000 (0.062) - $0.215 $0.353 (0.138) (64.0)Other Business Expenses $0.003 $0.009 (0.007) - $0.000 $0.000 - - $0.003 $0.009 (0.007) -Non-Labor $1.507 $0.950 $0.557 37.0 (0.063) $0.004 (0.068) - $1.443 $0.954 $0.489 33.9



Depreciation $0.482 $0.992 (0.511) - $0.000 $0.000 - - $0.482 $0.992 (0.511) -OPEB Liability $0.000 $0.000 $0.000 - $0.000 $0.000 - - $0.000 $0.000 $0.000 -GASB 68 Pension Adjustment $0.000 $0.000 $0.000 - $0.000 $0.000 - - $0.000 $0.000 $0.000 -Environmental Remediation $0.000 $0.000 - - $0.000 $0.000 - - $0.000 $0.000 - -

Total Expenses $6.173 $5.716 $0.457 7.4 $0.126 $0.244 (0.118) (93.8) $6.299 $5.960 $0.339 5.4





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MTA STATEN ISLAND RAILWAYoct - 2018 Mid_Year

Accrual Statement of Operations By CategoryYear-To-Date - oct 2018

($ in Millions)11/15/2018 03:26 PM



ForecastFavorable




RevenueFarebox Revenue:Farebox Revenue $5.879 $5.784 (0.095) (1.6) $0.000 $0.000 - - $5.879 $5.784 (0.095) (1.6)Other Revenue $2.112 $2.188 $0.076 3.6 $0.000 $0.000 - - $2.112 $2.188 $0.076 3.6 Capital and Other Reimbursements $0.000 $0.000 - - $1.764 $2.426 $0.662 37.5 $1.764 $2.426 $0.662 37.5 Total Revenue $7.992 $7.973 (0.019) (0.2) $1.764 $2.426 $0.662 37.5 $9.756 $10.398 $0.643 6.6

ExpensesLabor :Payroll $20.412 $20.374 $0.037 0.2 $0.455 $0.648 (0.193) (42.3) $20.867 $21.023 (0.155) (0.7)Overtime $2.216 $3.196 (0.980) (44.2) $0.745 $0.422 $0.323 43.4 $2.961 $3.618 (0.657) (22.2)Total Salaries & Wages $22.628 $23.571 (0.943) (4.2) $1.200 $1.070 $0.130 10.9 $23.829 $24.641 (0.812) (3.4)

Health and Welfare $5.223 $4.321 $0.902 17.3 $0.000 $0.000 $0.000 - $5.223 $4.321 $0.902 17.3 OPEB Current Payment $2.142 $2.048 $0.094 4.4 $0.001 $0.004 (0.003) - $2.143 $2.052 $0.091 4.2 Pensions $5.903 $5.710 $0.193 3.3 $0.000 $0.000 $0.000 - $5.903 $5.710 $0.193 3.3 Other Fringe Benefits $4.788 $5.165 (0.377) (7.9) $0.000 $0.000 - - $4.788 $5.165 (0.377) (7.9)Total Fringe Benefits $18.056 $17.243 $0.813 4.5 $0.001 $0.004 (0.003) - $18.057 $17.247 $0.810 4.5

Contribution to GASB Fund $0.000 $0.000 - - $0.000 $0.000 - - $0.000 $0.000 - -Reimbursable Overhead (0.436) (0.882) $0.446 - $0.436 $0.882 (0.446) - $0.000 $0.001 $0.000 -Labor $40.248 $39.932 $0.316 0.8 $1.637 $1.956 (0.319) (19.5) $41.886 $41.889 (0.003) 0.0

Non-Labor :Electric Power $4.151 $3.703 $0.448 10.8 $0.000 $0.008 (0.007) - $4.152 $3.711 $0.441 10.6 Fuel $0.206 $0.205 $0.001 0.7 $0.000 $0.000 $0.000 - $0.206 $0.205 $0.001 0.7 Insurance $0.999 $0.899 $0.100 10.0 $0.000 $0.000 $0.000 - $0.999 $0.899 $0.100 10.0 Claims $0.091 $0.200 (0.109) - $0.000 $0.000 - - $0.091 $0.200 (0.109) -Paratransit Service Contracts $0.000 $0.000 - - $0.000 $0.000 - - $0.000 $0.000 - -Maintenance and Other Operating Contracts $3.344 $0.741 $2.603 77.9 $0.000 $0.000 - - $3.344 $0.741 $2.603 77.9 Professional Service Contracts $0.796 $0.643 $0.153 19.2 $0.003 $0.020 (0.017) - $0.799 $0.663 $0.136 17.1 Materials & Supplies $1.879 $2.280 (0.401) (21.4) $0.123 $0.442 (0.319) - $2.002 $2.722 (0.720) (36.0)Other Business Expenses $0.184 $0.387 (0.202) - $0.000 $0.000 - - $0.184 $0.387 (0.202) -Non-Labor $11.650 $9.058 $2.592 22.3 $0.127 $0.469 (0.343) - $11.777 $9.527 $2.250 19.1



Depreciation $7.337 $9.890 (2.553) (34.8) $0.000 $0.000 - - $7.337 $9.890 (2.553) (34.8)OPEB Liability $5.618 $5.337 $0.281 5.0 $0.000 $0.000 - - $5.618 $5.337 $0.281 5.0 GASB 68 Pension Adjustment $0.329 (0.565) $0.894 - $0.000 $0.000 - - $0.329 (0.565) $0.894 -Environmental Remediation $0.000 $0.000 - - $0.000 $0.000 - - $0.000 $0.000 - -

Total Expenses $65.182 $63.651 $1.531 2.3 $1.764 $2.426 (0.662) (37.5) $66.946 $66.077 $0.869 1.3

OPERATING SURPLUS/DEFICIT (57.190) (55.679) $1.512 2.6 $0.000 $0.000 $0.000 33.3 (57.190) (55.679) $1.512 2.6




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Table 3

Generic Revenue Non Reimb.or Expense Category or Reimb. $ % Reason for Variance $ % Reason for Variance

Farebox Revenue Non Reimb. (0.019) (2.9) Lower ridership (0.095) (1.6) Due mostly to lower ridership along with a one day service suspension due to flooding and 8.5 inches of rain in August

Other Operating Revenue Non Reimb. 0.116 69.2 The favorable timing of advertising and real estate revenue

0.076 3.6 The favorable timing of advertising and real estate revenue

Payroll Non Reimb. 0.061 2.8 Mostly vacancies 0.037 0.2 Mostly vacancies

Overtime Non Reimb. (0.199) over (100.0)

The unfavorable timing of project work requirements and vacancy coverage requirements

(0.980) (44.2) The unfavorable timing of project work requirements abd vacancy coverage requirements

Health and Welfare (including OPEB current payment)

Non Reimb. 0.426 49.0 The favorable timing of expenses and vacancies

0.996 13.5 The favorable timing of expenses and vacancies

Pension Non Reimb. 0.053 8.9 The favorable timing of expenses 0.193 3.3 The favorable timing of expenses

Other Fringe Benefits Non Reimb. (0.377) (7.9) Mainly higher inter-agency charges

Electric Power Non Reimb. 0.207 48.0 Mostly lower prices than anticipated 0.448 10.8 Mostly lower prices than anticipated

Insurance Non Reimb. (0.025) (25.6) The unfavorable timing of interagency billing with MTA

0.100 10.0 The favorable timing of interagency billing with MTA

Maintenance & Other Operating Contracts

Non Reimb. 0.518 91.6 Mainly the favorable timing of non-revenue vehicle purchases and various maintenance work requirements

2.603 77.9 Mainly the favorable timing of non-revenue vehicle purchases and various maintenance work requirements

Professional Service Contracts Non Reimb. (0.037) (30.4) Mostly the unfavorable timing of various professional service contract expenses

0.153 19.2 Mostly the favorable timing of bridge inspections and other professional service contract expenses

Materials and Supplies Non Reimb. (0.076) (27.5) Largely the unfavorable timing of various material requirements

(0.401) (21.4) Largely the unfavorable timing of various material requirements

MTA STATEN ISLAND RAILWAYJULY FINANCIAL PLAN - 2018 MID-YEAR FORECAST

EXPLANATION OF VARIANCES BETWEEN MID-YEAR FORECAST AND ACTUAL ACCRUAL BASISOCTOBER 2018($ in millions)

MONTH YEAR-TO-DATE

(Unfavorable)Variance



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Table 3

Generic Revenue Non Reimb.or Expense Category or Reimb. $ % Reason for Variance $ % Reason for Variance


EXPLANATION OF VARIANCES BETWEEN MID-YEAR FORECAST AND ACTUAL ACCRUAL BASISOCTOBER 2018($ in millions)

MONTH YEAR-TO-DATE



Other Business Expenses Non Reimb. (0.202) over (100.0)

Mainly various needs not foreseen in the forecast

Capital and Other Reimbursements Reimb. 0.118 93.8 Timing of contractor requirements 0.662 37.5 Timing of contractor requirements

Payroll Reimb. (0.012) (34.5) Timing of contractor requirements (0.193) (42.3) Timing of contractor requirements

Overtime Reimb. 0.052 4.9 Timing of contractor requirements 0.323 43.4 Timing of contractor requirements


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MTA STATEN ISLAND RAILWAYJuly Financial Plan - 2018 Mid_Year

Cash Receipts and Expendituresoct FY18

($ in Millions)

11/19/2018 02:55 PM

Mid_Year. FinalFY18

Month Year-To-Date

ForecastFavorable



ReceiptsFarebox Revenue $0.656 $0.557 (0.099) (15.0) $5.822 $5.696 (0.126) (2.2)Other Revenue $0.168 $0.035 (0.133) (79.0) $1.214 $2.290 $1.076 88.7 Capital and Other Reimbursements $0.414 $0.236 (0.178) (43.1) $3.265 $1.591 (1.675) (51.3)Total Revenue $1.238 $0.828 (0.409) (33.1) $10.301 $9.576 (0.725) (7.0)

ExpendituresLabor :Payroll $2.200 $1.902 $0.298 13.5 $22.430 $19.534 $2.896 12.9 Overtime $0.229 $0.299 (0.070) (30.7) $2.870 $3.362 (0.492) (17.1)Total Salaries & Wages $2.428 $2.201 $0.227 9.4 $25.301 $22.896 $2.404 9.5

Health and Welfare $0.647 $1.006 (0.358) (55.3) $5.088 $5.316 (0.227) (4.5)OPEB Current Payment $0.223 $0.124 $0.100 44.6 $1.537 $0.960 $0.577 37.5 Pensions $0.599 $0.545 $0.053 8.9 $5.903 $5.710 $0.193 3.3 Other Fringe Benefits $0.262 $0.201 $0.061 23.3 $2.731 $3.024 (0.293) (10.7)Total Fringe Benefits $1.731 $1.876 (0.144) (8.3) $15.259 $15.009 $0.250 1.6

Contribution to GASB Fund $0.000 $0.000 $0.000 - $0.000 $0.000 $0.000 -Reimbursable Overhead $0.000 $0.000 - - $0.000 $0.000 - -Labor $4.160 $4.076 $0.083 2.0 $40.560 $37.906 $2.654 6.5

Non-Labor :Electric Power $0.423 $0.896 (0.473) - $4.165 $4.785 (0.621) (14.9)Fuel $0.043 $0.002 $0.040 94.3 $0.294 $0.090 $0.204 69.4 Insurance $0.074 $0.535 (0.461) - $0.369 $0.535 (0.165) (44.8)Claims $0.012 $0.000 $0.012 - $0.063 $0.156 (0.092) -Paratransit Service Contracts $0.000 $0.000 - - $0.000 $0.000 - -Maintenance and Other Operating Contracts $0.565 $0.045 $0.520 92.1 $7.050 $4.318 $2.732 38.7 Professional Service Contracts $0.120 $0.063 $0.057 47.7 $0.769 $0.358 $0.411 53.5 Materials & Supplies $0.215 $1.049 (0.834) - $2.555 $3.802 (1.247) (48.8)Other Business Expenses $0.003 $0.014 (0.011) - $0.066 $0.099 (0.033) (50.3)Non-Labor $1.454 $2.603 (1.149) (79.0) $15.331 $14.143 $1.189 7.8


Total Expenditures before Depreciation and OPEB $5.614 $6.679 (1.065) (19.0) $55.891 $52.048 $3.842 6.9


Total Expenditures $5.614 $6.679 (1.065) (19.0) $55.891 $52.048 $3.842 6.9

Net Surplus/(Deficit) (4.376) (5.851) (1.475) (33.7) (45.590) (42.472) $3.118 6.8



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Table 5

MONTH

Operating Receipts


Varianceor Disbursements $ % Reason for Variance $ % Reason for Variance

Farebox Receipts (0.099) (15.0%) The unfavorable timing of interagency cash settlements with NYCT

(0.126) (2.2) The unfavorable timing of interagency cash settlements with NYCT

Other Operating Revenue (0.133) (79.0%) Mostly the unfavorable timing of student fare reimbursements

1.076 88.7 Mostly the favorable timing of student fare reimbursements

Capital and Other Reimbursements (0.178) (43.1%) The unfavorable timing of reimbursements (1.675) (51.3) The unfavorable timing of reimbursements

Salaries & Wages 0.227 9.4% Mostly the favorable timing of payments and vacancies

2.404 9.5 Mostly the favorable timing of payments and vacancies

Health and Welfare (including OPEB current payment)

(0.258) (29.7%) Largely the unfavorable timing of payments 0.350 5.3 Mostly the favorable timing of payments and vacancies

Other Fringe Benefits (0.293) (10.7) Mainly higher interagency charges

Maintenance Contracts 0.520 92.1% Mainly the favorable timing of non-revenue vehicle purchases and various maintenance work requirements

2.732 38.7 Mainly the favorable timing of non-revenue vehicle purchases and various maintenance work requirements

Materials & Supplies (0.834) over (100.0)

Largely the unfavorable timing of various material requirements

(1.247) (48.8) Largely the unfavorable timing of various material requirements


Variance


EXPLANATION OF VARIANCES BETWEEN MID-YEAR FORECAST AND ACTUAL CASH BASISOCTOBER 2018($ in millions)

YEAR TO DATE


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MTA STATEN ISLAND RAILWAYJuly Financial Plan - 2018 Mid_Year

Cash Conversion (Cash Flow Adjustments)oct FY18

($ in Millions)

11/19/2018 02:59 PM

Mid_Year. FinalFY18

Month Year-To-Date

ForecastFavorable



RevenueFarebox Revenue $0.000 (0.080) (0.080) - (0.057) (0.089) (0.032) (55.2)Other Revenue $0.000 (0.249) (0.249) - (0.899) $0.102 $1.001 -Capital and Other Reimbursements $0.288 (0.008) (0.296) - $1.501 (0.835) (2.337) -Total Revenue $0.288 (0.337) (0.625) - $0.545 (0.822) (1.367) -

ExpensesLabor :Payroll $0.000 $0.249 $0.249 - (1.563) $1.488 $3.052 -Overtime $0.000 $0.077 $0.077 - $0.091 $0.256 $0.165 -Total Salaries & Wages $0.000 $0.326 $0.326 - (1.472) $1.744 $3.216 -

Health and Welfare $0.000 (0.698) (0.698) - $0.135 (0.995) (1.130) -OPEB Current Payment $0.000 $0.014 $0.014 - $0.606 $1.092 $0.486 80.2 Pensions $0.000 $0.000 $0.000 - $0.000 $0.000 $0.000 -Other Fringe Benefits $0.214 $0.296 $0.081 38.0 $2.057 $2.141 $0.084 4.1 Total Fringe Benefits $0.214 (0.389) (0.603) - $2.798 $2.238 (0.560) (20.0)

Contribution to GASB Fund $0.000 $0.000 $0.000 - $0.000 $0.000 $0.000 -Reimbursable Overhead $0.000 $0.000 $0.000 - $0.000 $0.001 $0.001 -Labor $0.215 (0.063) (0.277) - $1.326 $3.983 $2.657 -

Non-Labor :Electric Power $0.007 (0.672) (0.679) - (0.013) (1.074) (1.061) -Fuel (0.028) $0.013 $0.041 - (0.088) $0.115 $0.203 -Insurance $0.024 (0.412) (0.436) - $0.630 $0.365 (0.265) (42.1)Claims (0.013) $0.020 $0.033 - $0.027 $0.044 $0.017 62.9 Paratransit Service Contracts $0.000 $0.000 $0.000 - $0.000 $0.000 $0.000 -Maintenance and Other Operating Contracts $0.000 $0.003 $0.003 - (3.706) (3.578) $0.128 3.5 Professional Service Contracts $0.000 $0.100 $0.100 - $0.030 $0.305 $0.275 -Materials & Supplies $0.000 (0.696) (0.696) - (0.553) (1.080) (0.527) (95.3)Other Business Expenses $0.000 (0.004) (0.004) - $0.119 $0.288 $0.169 -Non-Labor (0.011) (1.649) (1.638) - (3.554) (4.616) (1.061) (29.9)


Total Expenses before Depreciation and OPEB $0.204 (1.711) (1.915) - (2.229) (0.633) $1.596 71.6

Depreciation $0.482 $0.992 $0.511 - $7.337 $9.890 $2.553 34.8 OPEB Liability $0.000 $0.000 $0.000 - $5.618 $5.337 (0.281) (5.0)GASB 68 Pension Adjustment $0.000 $0.000 $0.000 - $0.329 (0.565) (0.894) -Environmental Remediation $0.000 $0.000 $0.000 - $0.000 $0.000 $0.000 -

Total Expenditures $0.685 (0.719) (1.404) - $11.055 $14.029 $2.973 26.9

Total Cash Conversion Adjustments $0.973 (1.056) (2.029) - $11.600 $13.207 $1.606 13.8




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Favorable (Unfavorable)

Function/Departments Forecast Actual Variance

AdministrationExecutive 13 10 3General Office 9 14 (5)Purchasing/Stores 6 4 2

Total Administration 28 28 0

OperationsTransportation 111 110 1

Total Operations 111 110 1

MaintenanceMechanical 52 50 2Electronics/Electrical 15 13 2Power/Signals 27 29 (2)Maintenance of Way 69 70 (1)Infrastructure 26 31 (5)

Total Maintenance 189 193 (4)

Engineering/CapitalCapital Project Support 14 9 5

Total Engineering Capital 14 9 5

Total Positions 342 340 2

Non-Reimbursable 328 331 (3)Reimbursable 14 9 5

Total Full-Time 342 340 2Total Full-Time-Equivalents 0 0 0

MTA STATEN ISLAND RAILWAY

TOTAL FULL-TIME POSITIONS and FULL-TIME EQUIVALENTSOCTOBER 2018



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TOTAL FULL-TIME POSITIONS and FULL-TIME EQUIVALENTS by FUNCTION and OCCUPATION

Favorable

(Unfavorable)Forecast Actual Variance Explanation of Variances

AdministrationManagers/Supervisors 16 15 1Professional, Technical, Clerical 12 13 (1)Operational Hourlies 0 0 0

Total Administration 28 28 0

OperationsManagers/Supervisors 9 5 4Professional, Technical, Clerical 3 1 2Operational Hourlies 99 104 (5)

Total Operations 111 110 1

MaintenanceManagers/Supervisors 16 23 (7)Professional, Technical, Clerical 6 5 1Operational Hourlies 167 165 2

Total Maintenance 189 193 (4)

Engineering/Capital Managers/Supervisors 3 3 0Professional, Technical, Clerical 2 0 2Operational Hourlies 9 6 3

Total Engineering/Capital 14 9 5

Total PositionsManagers/Supervisors 44 46 (2)Professional, Technical, Clerical 23 19 4Operational Hourlies 275 275 0Total Positions 342 340 2


OCTOBER 2018Master Page # 149 of 282 - N

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MTA STATEN ISLAND RAILWAYRIDERSHIP/TRAFFIC VOLUME (UTILIZATION)

2018 FORECAST VERSUS 2018 PRELIMINARY ACTUAL(in millions)

Month of October

Forecast Actual Amount Percent Explanation

0.456 0.432 (0.024) (5.2%) Driven in part by lower than expected student ridership

Year-to-Date

3.847 3.779 (0.067) (1.7%)

Note: SIR ridership includes estimated non-turnstile student riders.

Variance


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MTA STATEN ISLAND RAILWAYRIDERSHIP/TRAFFIC VOLUME (UTILIZATION)

2017 ACTUAL VERSUS 2018 PRELIMINARY ACTUAL(in millions)

Month of October

2017 2018 Amount Percent Explanation

Average Weekday 0.019 0.018 (0.001) (4.0%) Driven in part by lower student ridership compared to October 2017

Average Weekend 0.009 0.008 (0.001) (8.0%) Driven primarily by two Saturdays: low ridership on 10/20/2018 and on 10/27/2018account for 80% of the year-over-year variance

12-Month Rolling Average

Average Weekday 0.016 0.016 (0.000) (0.3%)

Average Weekend 0.008 0.008 0.000 0.2%

Note: SIR ridership includes estimated non-turnstile student riders.

Variance


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Favorable/(Unfavorable) VarianceMid-YearForecast

NovemberForecast

ActualResults Mid-Year Forecast November Forecast

$ $ $ $ % $ %

Total Revenue 8.0 7.9 8.0 0.0 0.0 0.1 1.3

Total Expenses before Depreciation, OPEB 51.9 50.6 49.0 2.9 5.6 1.6 3.2and Environmental Remediation

Depreciation 7.3 10.4 9.9 (2.6) (35.6) 0.5 4.8OPEB Account/Gasb #68 Pension Adjustment 6.0 4.8 4.8 1.2 20.0 0.0 0.0

Total Expenses 65.2 65.8 63.7 1.5 2.3 2.1 3.2

Net Surplus/(Deficit) (57.2) (57.9) (55.7) 1.5 2.6 2.2 3.8



MTA STATEN ISLAND RAILWAYMID-YEAR FORECAST AND NOVEMBER FORECAST vs. ACTUAL RESULTS (NON-REIMBURSABLE)

OCTOBER 2018 YEAR-TO-DATE($ in millions)M

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OCTOBER 2018 Year-to-Date

$ %

Total Revenue (Nonreimbursable) 0.1 1.3

Total Expenses (Nonreimbursable) 2.1 3.2

Depreciation expenses were less by $0.5M.

NOTE: Regarding Mid-Year Forecast vs. Actual Results, variance explanations are provided in the monthly report to the Finance Committee.

MTA STATEN ISLAND RAILWAYEXPLANATION OF VARIANCES BETWEEN NOVEMBER FORECAST AND ACTUAL RESULTS


Non-labor expenses were under by $1.3M-Maint. Contracts TimingLabor expenses (overtime) were lower by $0.3M.

Favorable(Unfavorable)

Variance Reason for Variance


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Preliminary October 2018 Report: Bus Company

The purpose of this report is to provide the preliminary October 2018 financial results on an accrual basis. The accrual basis is presented on both a non-reimbursable and reimbursable account basis. These results are compared to the Mid-Year Forecast (forecast).



October 2018 Bus Company ridership of 11.3 million was 0.4 million (3.3 percent)above forecast.

Farebox revenue of $19.5 million was $0.1 million (0.6 percent) above forecast.

Operating expenses of $63.3 million were $10.1 million (13.8 percent) belowforecast on a net basis.

o Labor expenses were under forecast by a net $1.4 million (2.9 percent),including underruns in other fringe benefit expenses of $1.5 million (23.2percent) and payroll expenses of $0.9 million (3.4 percent). Theseunderruns are partly offset by an overrun in overtime expenses of $1.5million (27.7 percent).

o Non-labor expenses underran forecast by $8.7 million (36.5 percent),including primarily favorable results in materials & supplies of $3.3 million(48.9 percent) and maintenance contracts of $2.8 million (55.5 percent).


BUS COMPANY FINANCIAL AND RIDERSHIP REPORT

October 2018

(All data are preliminary and subject to audit)

Preliminary Actual Results Compared to the Mid-Year Forecast (forecast)

Operating revenue was $21.5 million in October, $0.4 million (1.9 percent) above forecast. Year-to-date, operating revenue of $200.6 million was over forecast by a net $1.8 million (0.9 percent), due mostly to higher ridership, partly offset by the unfavorable timing of student fare reimbursements.

Total MTA Bus ridership in October 2018 was 11.3 million, 3.3 percent (0.4 million riders) above forecast. Year-to-date, ridership was 101.8 million, 1.7 percent (1.7 million riders) above forecast. October 2018 average weekday ridership was 422,384, an increase of 1.5 percent (6,333 riders) from October 2017. Average weekday ridership for the twelve months ending October 2018 was 393,981, a decrease of 0.9 percent (3,529 riders) from the twelve months ending October 2017.

Nonreimbursable expenses, before depreciation, Other Post-Employment Benefits and GASB 68 Pension Adjustment, were $63.3 million in October, $10.1 million (13.8 percent) below forecast. Labor expenses underran forecast by a net $1.4 million (2.9 percent), including an underrun in other fringe benefit expenses of $1.5 million (23.2 percent), due to the timing of interagency expenses. Payroll expenses were also below forecast by $0.9 million (3.4 percent), due to vacancies and the timing of interagency expenses. Partly offsetting these favorable results was an increase in overtime expenses of $1.5 million (27.7 percent), due mostly to vacancy coverage requirements and traffic. Non-labor expenses were below forecast by $8.7 million (36.5 percent), due primarily to underruns in materials & supplies of $3.3 million (48.9 percent), due mainly to the timing of the new fare payment system, and maintenance contract expenses of $2.8 million (55.5 percent), caused essentially by the timing of the Shop Program, bus technology and Select Bus Service (SBS) rollouts. Year-to-date, expenses were under by a net $28.2 million (4.2 percent), of which labor expenses were in excess of forecast by $4.5 million (0.9 percent), with primary overruns reported in overtime of $5.4 million (9.8 percent), due to vacancy coverage requirements and traffic, payroll of $2.6 million (1.1 percent) attributable to the timing of interagency expenses, offset in part by lower other fringe benefit expenses of $3.7 million (6.3 percent), involving the timing of interagency expenses . Non-labor expenses were less by $32.7 million (16.7 percent), including favorable results in materials & supplies of $14.3 million (28.4 percent) and maintenance contract expenses of $12.7 million (35.7 percent). These results were driven by the same factors described in the month results above.

Depreciation expenses year-to-date of $43.5 million were $1.3 million (3.0 percent) below forecast. Other Post-Employment Benefits accrued expenses of $55.4 million year-to-date were under forecast by $24.6 million (30.8 percent). Regarding GASB #68 Pension Expense Adjustment, there were no accrued expenses or credits recorded year-to-date.

The operating cash deficit (excluding subsidies) was $419.1 million year-to-date, $32.0 million (7.1 percent) favorable to forecast.


MTA BUS COMPANYOct - 2018 Mid_Year

Accrual Statement of Operations By CategoryMonth - Oct 2018

($ in Millions)11/30/2018 03:05 PM



ForecastFavorable




RevenueFarebox Revenue:Farebox Revenue $19.335 $19.457 $0.122 0.6 $0.000 $0.000 - - $19.335 $19.457 $0.122 0.6 Other Revenue $1.778 $2.065 $0.287 16.1 $0.000 $0.000 - - $1.778 $2.065 $0.287 16.1 Capital and Other Reimbursements $0.000 $0.000 - - $0.507 $0.560 $0.053 10.5 $0.507 $0.560 $0.053 10.5 Total Revenue $21.113 $21.522 $0.409 1.9 $0.507 $0.560 $0.053 10.5 $21.620 $22.082 $0.462 2.1

ExpensesLabor :Payroll $24.898 $24.044 $0.854 3.4 $0.171 $0.348 (0.178) - $25.069 $24.392 $0.677 2.7 Overtime $5.311 $6.782 (1.471) (27.7) $0.000 $0.000 $0.000 - $5.311 $6.782 (1.471) (27.7)Total Salaries & Wages $30.209 $30.826 (0.617) (2.0) $0.171 $0.348 (0.178) - $30.380 $31.174 (0.794) (2.6)

Health and Welfare $5.914 $6.183 (0.269) (4.6) $0.166 $0.000 $0.166 - $6.081 $6.183 (0.103) (1.7)OPEB Current Payment $2.215 $1.787 $0.429 19.4 $0.000 $0.000 $0.000 - $2.215 $1.787 $0.429 19.4 Pensions $4.693 $4.537 $0.156 3.3 $0.000 $0.000 $0.000 - $4.693 $4.537 $0.156 3.3 Other Fringe Benefits $6.611 $5.079 $1.533 23.2 $0.000 $0.000 $0.000 - $6.611 $5.079 $1.533 23.2 Total Fringe Benefits $19.434 $17.586 $1.848 9.5 $0.166 - $0.166 - $19.600 $17.586 $2.014 10.3

Contribution to GASB Fund $0.000 $0.000 - - $0.000 $0.000 - - $0.000 $0.000 - -Reimbursable Overhead (0.006) (0.212) $0.206 - $0.006 $0.212 (0.206) - $0.000 $0.000 $0.000 -Labor $49.637 $48.200 $1.437 2.9 $0.343 $0.560 (0.217) (63.4) $49.980 $48.760 $1.220 2.4

Non-Labor :Electric Power $0.186 $0.158 $0.028 14.8 $0.000 $0.000 - - $0.186 $0.158 $0.028 14.8 Fuel $2.219 $1.486 $0.733 33.0 $0.000 $0.000 - - $2.219 $1.486 $0.733 33.0 Insurance $0.527 $0.479 $0.049 9.2 $0.000 $0.000 - - $0.527 $0.479 $0.049 9.2 Claims $5.213 $5.000 $0.213 4.1 $0.000 $0.000 - - $5.213 $5.000 $0.213 4.1 Paratransit Service Contracts $0.000 $0.000 - - $0.000 $0.000 - - $0.000 $0.000 - -Maintenance and Other Operating Contracts $5.107 $2.272 $2.836 55.5 $0.035 $0.000 $0.035 - $5.142 $2.272 $2.871 55.8 Professional Service Contracts $3.148 $1.821 $1.327 42.2 $0.000 $0.000 - - $3.148 $1.821 $1.327 42.2 Materials & Supplies $6.829 $3.492 $3.336 48.9 $0.129 $0.000 $0.129 - $6.957 $3.492 $3.465 49.8 Other Business Expenses $0.535 $0.391 $0.144 27.0 $0.000 $0.000 - - $0.535 $0.391 $0.144 27.0 Non-Labor $23.764 $15.098 $8.665 36.5 $0.164 $0.000 $0.164 - $23.928 $15.098 $8.829 36.9



Depreciation $4.669 $4.070 $0.600 12.8 $0.000 $0.000 - - $4.669 $4.070 $0.600 12.8 OPEB Liability $10.492 $5.200 $5.292 50.4 $0.000 $0.000 - - $10.492 $5.200 $5.292 50.4 GASB 68 Pension Adjustment $6.869 $0.000 $6.869 - $0.000 $0.000 - - $6.869 $0.000 $6.869 -Environmental Remediation $0.000 $0.000 - - $0.000 $0.000 - - $0.000 $0.000 - -

Total Expenses $95.431 $72.567 $22.864 24.0 $0.507 $0.560 (0.053) (10.5) $95.938 $73.128 $22.810 23.8





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MTA BUS COMPANYOct - 2018 Mid_Year

Accrual Statement of Operations By CategoryYear-To-Date - Oct 2018

($ in Millions)11/30/2018 03:05 PM



ForecastFavorable




RevenueFarebox Revenue:Farebox Revenue $181.702 $184.611 $2.909 1.6 $0.000 $0.000 - - $181.702 $184.611 $2.909 1.6 Other Revenue $17.134 $16.006 (1.128) (6.6) $0.000 $0.000 - - $17.134 $16.006 (1.128) (6.6)Capital and Other Reimbursements $0.000 $0.000 - - $4.990 $5.001 $0.011 0.2 $4.990 $5.001 $0.011 0.2 Total Revenue $198.836 $200.617 $1.781 0.9 $4.990 $5.001 $0.011 0.2 $203.826 $205.618 $1.792 0.9

ExpensesLabor :Payroll $239.177 $241.734 (2.557) (1.1) $2.405 $3.109 (0.704) (29.3) $241.582 $244.843 (3.261) (1.3)Overtime $55.186 $60.592 (5.406) (9.8) $0.000 $0.000 $0.000 - $55.186 $60.592 (5.406) (9.8)Total Salaries & Wages $294.363 $302.326 (7.963) (2.7) $2.405 $3.109 (0.704) (29.3) $296.768 $305.435 (8.667) (2.9)

Health and Welfare $61.759 $63.791 (2.032) (3.3) $0.803 $0.000 $0.803 - $62.562 $63.791 (1.229) (2.0)OPEB Current Payment $19.207 $18.269 $0.938 4.9 $0.000 $0.000 $0.000 - $19.207 $18.269 $0.938 4.9 Pensions $44.289 $44.321 (0.032) (0.1) $0.000 $0.000 $0.000 - $44.289 $44.321 (0.032) (0.1)Other Fringe Benefits $58.113 $54.452 $3.662 6.3 $0.000 $0.000 $0.000 - $58.113 $54.452 $3.662 6.3 Total Fringe Benefits $183.369 $180.833 $2.536 1.4 $0.803 - $0.803 - $184.172 $180.833 $3.339 1.8

Contribution to GASB Fund $0.000 $0.000 - - $0.000 $0.000 - - $0.000 $0.000 - -Reimbursable Overhead (0.991) (1.892) $0.901 90.9 $0.991 $1.892 (0.901) (90.9) $0.000 $0.000 $0.000 -Labor $476.741 $481.267 (4.526) (0.9) $4.199 $5.001 (0.802) (19.1) $480.940 $486.268 (5.328) (1.1)

Non-Labor :Electric Power $1.740 $1.655 $0.085 4.9 $0.000 $0.000 - - $1.740 $1.655 $0.085 4.9 Fuel $22.170 $21.463 $0.707 3.2 $0.000 $0.000 - - $22.170 $21.463 $0.707 3.2 Insurance $4.932 $4.784 $0.148 3.0 $0.000 $0.000 - - $4.932 $4.784 $0.148 3.0 Claims $50.164 $50.000 $0.164 0.3 $0.000 $0.000 - - $50.164 $50.000 $0.164 0.3 Paratransit Service Contracts $0.000 $0.000 - - $0.000 $0.000 - - $0.000 $0.000 - -Maintenance and Other Operating Contracts $35.592 $22.883 $12.709 35.7 $0.170 $0.000 $0.170 - $35.762 $22.883 $12.879 36.0 Professional Service Contracts $26.724 $22.919 $3.805 14.2 $0.060 $0.000 $0.060 - $26.783 $22.919 $3.864 14.4 Materials & Supplies $50.525 $36.189 $14.336 28.4 $0.634 $0.000 $0.634 - $51.159 $36.189 $14.970 29.3 Other Business Expenses $4.002 $3.257 $0.745 18.6 $0.000 $0.000 - - $4.002 $3.257 $0.745 18.6 Non-Labor $195.848 $163.150 $32.699 16.7 $0.864 $0.000 $0.864 - $196.713 $163.150 $33.563 17.1


Total Expenses before Depreciation and OPEB $672.589 $644.417 $28.172 4.2 $5.063 $5.001 $0.062 1.2 $677.653 $649.418 $28.234 4.2

Depreciation $44.812 $43.484 $1.328 3.0 $0.000 $0.000 - - $44.812 $43.484 $1.328 3.0 OPEB Liability $80.074 $55.430 $24.644 30.8 $0.000 $0.000 - - $80.074 $55.430 $24.644 30.8 GASB 68 Pension Adjustment $33.156 $0.000 $33.156 - $0.000 $0.000 - - $33.156 $0.000 $33.156 -Environmental Remediation $0.000 $0.218 (0.218) - $0.000 $0.000 - - $0.000 $0.218 (0.218) -

Total Expenses $830.632 $743.549 $87.083 10.5 $5.063 $5.001 $0.062 1.2 $835.695 $748.550 $87.145 10.4

OPERATING SURPLUS/DEFICIT (631.796) (542.932) $88.864 14.1 (0.073) $0.000 $0.073 - (631.869) (542.932) $88.937 14.1




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TABLE 3

Favorable FavorableGeneric Revenue Nonreimb (Unfavorable) (Unfavorable)or Expense Category or Reimb Variance Reason for Variance Variance Reason for Variance

$ % $ %

Farebox Revenue NR 0.122$ 0.6 Higher ridership 2.909$ 1.6 Higher ridership

Other Operating Revenue NR 0.287$ 16.1 Receipt of students reimbursements and advertising revenue

(1.128)$ (6.6) Timing of students reimbursements

Capital and Other Reimbursements R 0.053$ 10.5 (a) 0.011$ 0.2 (a)

Total Revenue Variance $ 0.462 2.1 $ 1.792 0.9

Payroll NR $ 0.854 3.4 Vacancies and timing of interagency expenses $ (2.557) (1.1) Timing of interagency expenses

Overtime NR (1.471)$ (27.7) Vacancies and traffic, offset by timing of bus technology

(5.407)$ (9.8) Vacancies and traffic, offset by timing of bus technology

Health and Welfare NR (0.269)$ (3.3) Higher expenses (2.032)$ (3.3) Higher expenses

OPEB Current Payment NR 0.428$ 19.3 Timing of expenses 0.938$ 4.9 Timing of expenses

Pension NR 0.156$ 3.3 Timing of expenses (0.032)$ (0.1) Timing of expenses

Other Fringe Benefits NR 1.532$ 23.2 Timing of interagency expenses 3.661$ 6.3 Timing of interagency expenses

Reimbursable Overhead NR 0.206$ - Greater than budgeted 0.901$ - Greater than budgeted

Electric Power NR 0.030$ 16.0 (a) 0.085$ 16.0 (a)

Fuel NR 0.733$ 33.0 CNG rebate offset by higher cost for diesel and CNG fuels

0.707$ 3.2 CNG rebate offset by higher cost for diesel and CNG fuels

Insurance NR 0.048$ 9.1 (a) 0.148$ 3.0 Timing of expenses

Claims NR 0.213$ 4.1 Timing of expenses 0.164$ 0.3 Timing of expenses

Maintenance and Other Operating Contracts NR 2.835$ 55.5 Timing of Shop program, bus technology and SBS rollouts

12.709$ 35.7 Timing of Shop program, bus technology and SBS rollouts

Professional Service Contracts NR 1.327$ 42.1 Mainly due to timing of interagency billing 3.805$ 14.2 Mainly due to timing of interagency billing

Materials & Supplies NR 3.337$ 48.9 Timing of new fare payment system 14.336$ 28.4 Timing of new fare payment system and general maintenance expenses

Other Business Expense NR 0.144$ 26.9 Timing of Misc. expenses and lower AFC expenses

0.745$ 18.6 Timing of Misc. expenses and lower AFC expenses

MTA BUS COMPANY

($ in millions)EXPLANATION OF VARIANCES BETWEEN BUDGET AND ACTUAL ACCRUAL BASIS

JULY FINANCIAL PLAN 2018 MID YEAR FORECAST

October 2018 Year-To-Date


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TABLE 3

Favorable FavorableGeneric Revenue Nonreimb (Unfavorable) (Unfavorable)or Expense Category or Reimb Variance Reason for Variance Variance Reason for Variance

$ % $ %

MTA BUS COMPANY

($ in millions)EXPLANATION OF VARIANCES BETWEEN BUDGET AND ACTUAL ACCRUAL BASIS

JULY FINANCIAL PLAN 2018 MID YEAR FORECAST


Depreciation NR 0.599$ 12.8 Non cash expense 1.328$ 3.0 Non cash expense

Other Post Employment Benefits NR 5.292$ 50.4 Non cash expense 24.644$ 30.8 Non cash expense

GASB 68 Pension Adjustment NR 6.869$ 100.0 Non cash expense 33.156$ 100.0 Non cash expense

Environmental Remediation NR -$ - (a) (0.218)$ - Not Budgeted

Payroll R (0.177)$ * Timing of charges (0.704)$ (29.3) Timing of charges

Overtime R - - Vacancies and pending budget reductions -$ - Vacancies and pending budget reductions

Health and Welfare R 0.166$ 100.0 0.803$ 100.0

Pension R -$ - -$ -

Other Fringe Benefits R -$ - -$ -

Reimbursable Overhead R (0.206)$ * (0.901)$ *

Insurance R -$ * -$ *

Claims R -$ (63.3) -$ *

Fuel for Buses and Trains R -$ - -$ *

Professional Service Contracts 0.060$ - Correction of misclassification

Maintenance and Other Operating Contracts R 0.035$ * Timing of charges 0.169$ * Timing of charges

Materials & Supplies R 0.129$ * Timing of charges 0.634$ * Timing of charges

Total Expense Variance $ 22.810 23.8 $ 87.144 10.4

Net Variance $ 23.272 31.3 $ 88.937 14.1

(a) - Variance less than 100K

Timing of charges.Timing of charges


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MTA BUS COMPANYJuly Financial Plan - 2018 Mid_Year

Cash Receipts and ExpendituresOct FY18

($ in Millions)

11/30/2018 03:07 PM

Mid_Year. FinalFY18

Month Year-To-Date

ForecastFavorable



ReceiptsFarebox Revenue $19.335 $22.845 $3.510 18.2 $183.708 $187.029 $3.321 1.8 Other Revenue $2.302 $1.142 (1.160) (50.4) $15.933 $16.082 $0.149 0.9 Capital and Other Reimbursements $0.796 $0.838 $0.042 5.3 $6.450 $5.024 (1.426) (22.1)Total Revenue $22.433 $24.825 $2.392 10.7 $206.090 $208.135 $2.045 1.0

ExpendituresLabor :Payroll $23.978 $27.318 (3.340) (13.9) $244.432 $249.827 (5.395) (2.2)Overtime $5.311 $6.782 (1.471) (27.7) $55.185 $60.592 (5.407) (9.8)Total Salaries & Wages $29.289 $34.100 (4.811) (16.4) $299.617 $310.419 (10.802) (3.6)

Health and Welfare $5.625 $7.769 (2.144) (38.1) $62.519 $68.576 (6.057) (9.7)OPEB Current Payment $2.039 $1.787 $0.252 12.4 $19.368 $18.928 $0.440 2.3 Pensions $4.530 $4.536 (0.006) (0.1) $44.035 $44.069 (0.034) (0.1)Other Fringe Benefits $5.056 $4.399 $0.657 13.0 $45.474 $40.293 $5.181 11.4 Total Fringe Benefits $17.250 $18.491 (1.241) (7.2) $171.397 $171.866 (0.469) (0.3)

Contribution to GASB Fund $0.000 $0.000 $0.000 - $0.000 $0.000 $0.000 -Reimbursable Overhead $0.000 $0.000 $0.000 - $0.297 $0.297 $0.000 0.0 Labor $46.538 $52.591 (6.053) (13.0) $471.312 $482.582 (11.270) (2.4)

Non-Labor :Electric Power $0.186 $0.158 $0.028 15.1 $1.740 $1.707 $0.033 1.9 Fuel $2.205 $1.202 $1.003 45.5 $22.197 $22.410 (0.213) (1.0)Insurance $0.881 $0.000 $0.881 - $4.254 $0.000 $4.254 -Claims $2.602 $1.124 $1.478 56.8 $21.025 $17.958 $3.067 14.6 Paratransit Service Contracts $0.000 $0.000 $0.000 - $0.000 $0.000 $0.000 -Maintenance and Other Operating Contracts $6.052 $3.221 $2.831 46.8 $46.423 $32.062 $14.361 30.9 Professional Service Contracts $4.891 $3.201 $1.690 34.6 $33.448 $27.313 $6.135 18.3 Materials & Supplies $6.250 $4.379 $1.871 29.9 $52.751 $39.863 $12.888 24.4 Other Business Expenses $0.518 $0.444 $0.074 14.2 $4.033 $3.346 $0.687 17.0 Non-Labor $23.585 $13.729 $9.856 41.8 $185.872 $144.659 $41.213 22.2


Total Expenditures before Depreciation and OPEB $70.124 $66.320 $3.804 5.4 $657.183 $627.241 $29.942 4.6


Total Expenditures $70.124 $66.320 $3.804 5.4 $657.184 $627.241 $29.943 4.6

Net Surplus/(Deficit) (47.690) (41.495) $6.195 13.0 (451.094) (419.106) $31.988 7.1



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TABLE 3

Favorable Favorable(Unfavorable) (Unfavorable)

Variance Reason for Variance Variance Reason for VarianceOperating Receipts or Disbursements $ % $ %

Farebox Revenue $ 3.510 18.2 Timing of receipts $ 3.322 1.8 Higher ridership

Other Operating Revenue (1.160) (50.4) Timing of students reimbursements 0.148 0.9 Timing of students reimbursements

Capital and Other Reimbursements 0.042 5.3 (a) (1.425) (22.1) Timing of reimbursement receipts

Total Receipts $ 2.391 10.7 $ 2.044 1.0

Payroll $ (3.340) (13.9) Payment of interagency billings $ (5.393) (2.2) Reimbursement of interagency receipts from prior periods and RWA

Overtime (1.471) (27.7) Vacancies and traffic, offset by timing of bus technology

(5.407) (9.8) Vacancies and traffic, offset by timing of bus technology

Health and Welfare (2.144) (38.1) Higher expenses (6.056) (9.7) Higher expenses

OPEB Current Payment 0.252 12.4 Timing of expenses 0.441 2.3 Timing of expenses

Pension (0.006) (0.1) (a) (0.033) (0.1) (a)

Other Fringe Benefits 0.657 13.0 Favorable interagency expenses 5.179 11.4 Favorable interagency expenses

Reimbursable Overhead - - (a) - - (a)

Electric Power 0.028 14.8 (a) 0.031 1.8 (a)

Fuel 1.003 45.5 CNG rebate offset by higher cost for diesel and CNG fuels

(0.214) (1.0) Higher cost for diesel and CNG fuels offset by CNG rebate

Insurance 0.881 100.0 Timing of payments 4.254 100.0 Timing of payments

Claims 1.478 56.8 Timing of Claim payments 3.069 14.6 Timing of Claim payments

Maintenance and Other Operating Contracts 2.831 46.8 Timing of Shop program, bus technology and SBS rollouts

14.360 30.9 Timing of Shop program, bus technology and SBS rollouts

Professional Service Contracts 1.690 34.6 Timing of inter-agency expenses 6.138 18.3 Timing of inter-agency expenses

Materials & Supplies 1.871 29.9 Timing of new fare payment system 12.888 24.4 Timing of new fare payment system and general maintenance expenses

Other Business Expenditure 0.074 14.3 (a) 0.689 17.1 Timing of expenses

Total Expenditures $ 3.805 5.4 $ 29.946 4.6

Net Cash Variance $ 6.197 13.0 $ 31.990 7.1

(a) - Variance less than 100K


EXPLANATION OF VARIANCES BETWEEN ACTUAL CASH BASIS

MTA BUS COMPANYJULY FINANCIAL PLAN 2018 MID YEAR FORECAST

($ in millions)


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MTA BUS COMPANYJuly Financial Plan - 2018 Mid_Year

Cash Conversion (Cash Flow Adjustments)Oct FY18

($ in Millions)

11/30/2018 03:06 PM

Mid_Year. FinalFY18

Month Year-To-Date

ForecastFavorable



RevenueFarebox Revenue $0.000 $3.388 $3.388 - $2.006 $2.418 $0.412 20.5 Other Revenue $0.524 (0.923) (1.447) - (1.201) $0.076 $1.278 -Capital and Other Reimbursements $0.289 $0.278 (0.011) (3.9) $1.459 $0.023 (1.436) (98.4)Total Revenue $0.813 $2.743 $1.930 - $2.264 $2.517 $0.253 11.2

ExpensesLabor :Payroll $1.091 (2.926) (4.017) - (2.850) (4.984) (2.134) (74.9)Overtime $0.000 $0.000 $0.000 - $0.001 $0.000 (0.001) -Total Salaries & Wages $1.091 (2.926) (4.017) - (2.849) (4.984) (2.135) (74.9)

Health and Welfare $0.456 (1.586) (2.041) - $0.043 (4.785) (4.828) -OPEB Current Payment $0.176 $0.000 (0.177) - (0.161) (0.659) (0.498) -Pensions $0.163 $0.001 (0.162) - $0.254 $0.252 (0.001) (0.5)Other Fringe Benefits $1.555 $0.680 (0.875) (56.3) $12.639 $14.159 $1.520 12.0 Total Fringe Benefits $2.350 (0.905) (3.255) - $12.775 $8.967 (3.808) (29.8)

Contribution to GASB Fund $0.000 $0.000 $0.000 - $0.000 $0.000 $0.000 -Reimbursable Overhead $0.000 $0.000 $0.000 - (0.297) (0.297) $0.000 0.0 Labor $3.441 (3.831) (7.273) - $9.628 $3.686 (5.942) (61.7)

Non-Labor :Electric Power $0.000 $0.000 $0.001 - $0.000 (0.052) (0.052) -Fuel $0.014 $0.284 $0.270 - (0.026) (0.947) (0.921) -Insurance (0.354) $0.479 $0.833 - $0.678 $4.784 $4.106 -Claims $2.611 $3.876 $1.265 48.4 $29.138 $32.042 $2.904 10.0 Paratransit Service Contracts $0.000 $0.000 $0.000 - $0.000 $0.000 $0.000 -Maintenance and Other Operating Contracts (0.910) (0.949) (0.040) (4.3) (10.661) (9.179) $1.482 13.9 Professional Service Contracts (1.743) (1.380) $0.363 20.8 (6.665) (4.394) $2.271 34.1 Materials & Supplies $0.707 (0.887) (1.594) - (1.592) (3.674) (2.082) -Other Business Expenses $0.017 (0.053) (0.071) - (0.032) (0.089) (0.058) -Non-Labor $0.342 $1.369 $1.027 - $10.841 $18.491 $7.650 70.6


Total Expenses before Depreciation and OPEB $3.784 (2.462) (6.246) - $20.469 $22.177 $1.708 8.3

Depreciation $4.669 $4.070 (0.600) (12.8) $44.812 $43.484 (1.328) (3.0)OPEB Liability $10.492 $5.200 (5.292) (50.4) $80.074 $55.430 (24.644) (30.8)GASB 68 Pension Adjustment $6.869 $0.000 (6.869) - $33.156 $0.000 (33.156) -Environmental Remediation $0.000 $0.000 $0.000 - $0.000 $0.218 $0.218 -

Total Expenditures $25.814 $6.808 (19.007) (73.6) $178.511 $121.309 (57.203) (32.0)

Total Cash Conversion Adjustments $26.627 $9.550 (17.077) (64.1) $180.775 $123.826 (56.949) (31.5)




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Mid Year Forecast Actual


Variance Mid Year Forecast Actual


Variance Farebox Revenue

Fixed Route 19.335$ 19.457$ 0.122$ 181.702$ 184.611$ 2.909$ Total Farebox Revenue 19.335$ 19.457$ 0.122$ 181.702$ 184.611$ 2.909$

Ridership

Fixed Route 10.967 11.325 0.358 100.129 101.794 1.665 Total Ridership 10.967 11.325 0.358 100.129 101.794 1.665

October 2018 Year-to-date as of October 2018

MTA BUS COMPANYJULY FINANCIAL PLAN 2018 MID YEAR FORECAST

Utilization(In millions)


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FUNCTION/DEPARTMENTMid-Year Forecast Actual


Variance Explanation of Variances

AdministrationOffice of the EVP 3 3 - Human Resources 21 21 - Office of Management and Budget 16 15 1 Technology & Information Services - - - Material 17 17 - Controller 19 19 - Office of the President 5 2 3 System Safety Administration 5 1 4 Law 25 23 2 Corporate Communications - - - Labor Relations - - - Strategic Office 30 25 5 Non-Departmental 12 - 12

Total Administration 153 126 27 Vacancies to be filled

OperationsBuses 2,320 2,336 (16) Bus Operator ExcessOffice of the Executive VP 4 4 - Safety & Training 57 26 31 Students vacanciesRoad Operations 123 129 (6) Transportation Support 22 26 (4) Operations Planning 33 33 - Revenue Control 4 6 (2)

Total Operations 2,563 2,560 3

MaintenanceBuses 764 739 25 Maintenance Support/CMF 270 264 6 Facilities 77 73 4 Supply Logistics 100 97 3

Total Maintenance 1,211 1,173 38 Vacancies to be filled

Capital Program Management 37 27 10 Total Engineering/Capital 37 27 10 Vacancies to be filled

Security 18 13 5 Total Public Safety 18 13 5 Vacancies to be filled

Total Positions 3,982 3,899 83

Non-Reimbursable 3,942 3,862 80 Reimbursable 40 37 3

Total Full-Time 3,964 3,888 76 Total Full-Time Equivalents 18 11 7

MTA BUS COMPANYJULY FINANCIAL PLAN - 2018 MID - YEAR FORECASTTOTAL POSITIONS BY FUNCTION AND DEPARTMENT

NON-REIMBURSABLE / REIMBURSABLE AND FULL - TIME EQUIVALENTSOCTOBER 2018


FUNCTION/OCCUPATIONAL GROUPMid-Year Forecast Actual


Variance Explanation of Variances

AdministrationManagers/Supervisors 66 53 13 Professional, Technical, Clerical 77 73 4Operational Hourlies 10 - 10

Total Administration 153 126 27 Vacancies to be filled

OperationsManagers/Supervisors 307 316 (9)Professional, Technical, Clerical 51 51 -Operational Hourlies 2,205 2,193 12

Total Operations 2,563 2,560 3

MaintenanceManagers/Supervisors 245 240 5Professional, Technical, Clerical 33 33 -Operational Hourlies 933 900 33

Total Maintenance 1,211 1,173 38 Vacancies to be filled

Engineering/CapitalManagers/Supervisors 21 14 7Professional, Technical, Clerical 16 13 3Operational Hourlies - - -

Total Engineering/Capital 37 27 10 Vacancies to be filled

Public SafetyManagers/Supervisors 9 7 2Professional, Technical, Clerical 6 6 -Operational Hourlies 3 - 3

Total Public Safety 18 13 5 Vacancies to be filled

Total Baseline PositionsManagers/Supervisors 648 630 18 Professional, Technical, Clerical 183 176 7Operational Hourlies 3,151 3,093 58

Total Baseline Positions 3,982 3,899 83

MTA BUS COMPANYJULY FINANCIAL PLAN - 2018 MID - YEAR FORECAST

TOTAL FULL-TIME POSITIONS AND FTE'S BY FUNCTION AND OCCUPATIONOCTOBER 2018


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MTA Bus Company2018 July Financial Plan Mid-Year ForecastNon-Reimbursable/Reimbursable Overtime

($ in millions)

NON-REIMBURSABLE OVERTIME Hours $ Hours $ Hours $ Hours $ Hours $ Hours $

Scheduled Service 61,860 $2.277 53,658 $2.559 8,203 ($0.282) 549,003 $22.781 498,738 $23.469 50,265 ($0.688)13.3% -12.4% 9.2% -3.0%

Unscheduled Service 13,785 $0.247 13,065 $0.655 721 ($0.408) 119,687 $5.941 107,501 $8.255 12,185 ($2.314)5.2% -165.3% 10.2% -38.9%

Programmatic/Routine Maintenance 20,751 $0.888 40,567 $1.953 (19,816) ($1.066) 260,585 $11.606 338,735 $15.778 (78,150) ($4.172)-95.5% -120.0% -30.0% -35.9%

Unscheduled Maintenance 0 $0.000 0 $0.000 0 - 0 $0.000 0 $0.000 0 ($0.000)0.0% 0.0% 0.0% #DIV/0!

Vacancy/Absentee Coverage 27,778 $1.880 31,078 $1.485 (3,299) $0.395 253,741 $12.835 286,005 $10.856 (32,264) $1.979-11.9% 21.0% -12.7% 15.4%

Weather Emergencies 999 ($0.022) 1,756 $0.085 (757) ($0.107) 43,478 $1.658 40,721 $1.877 2,757 ($0.219)* * * *

Safety/Security/Law Enforcement 364 $0.018 148 $0.013 216 $0.004 2,415 $0.131 1,375 $0.108 1,039 $0.02359.4% 24.6% 43.0% 17.3%

Other 295 $0.023 315 $0.030 (20) ($0.007) 2,731 $0.233 2,635 $0.250 95 ($0.016)* * * *

Subtotal 125,833 $5.311 140,587 $6.782 (14,754) ($1.471) 1,231,639 $55.185 1,275,711 $60.592 (44,072) ($5.406)-11.7% -27.7% -3.6% -9.8%

REIMBURSABLE OVERTIME 0 $0.000 0 $0.000 0 $0.000 0 $0.000 0 $0.000 0 $0.000

TOTAL OVERTIME 125,833 $5.311 140,587 $6.782 (14,754) ($1.471) 1,231,639 $55.185 1,275,711 $60.592 (44,072) ($5.406)

-11.7% -27.7% -3.6% -9.8%

Totals may not add due to rounding.NOTE: Percentages are based on each type of Overtime and not on Total Overtime.* Exceeds 100%

October October Year- To - DateMid-Year Budget Actuals Var. - Fav./(Unfav) Mid-Year Budget Actuals Var. - Fav./(Unfav)


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MTA Bus Company2018 July Financial Plan Mid-Year Forecast Non-Reimbursable/Reimbursable Overtime

($ in millions)

Hours $ Explanations Hours $ ExplanationsNON-REIMBURSABLE OVERTIME

Scheduled Service 8,203 ($0.282) Less scheduled service operated 50,265 ($0.688) Less scheduled service operated due to weather13.3% -12.4% 9.2% -3.0%

Unscheduled Service 721 ($0.408) Unfavorable variance due to Traffic 12,185 ($2.314) Unfavorable variance due to Traffic5.2% -165.3% 10.2% -38.9%

Programmatic/Routine Maintenance (19,816) ($1.066) Overage buses offset by Bus Technology (78,150) ($4.172) Overage buses offset by Bus Technology -95.5% -120.0% -30.0% -35.9%

Unscheduled Maintenance - $0.000 - ($0.000)0.0% 0.0% 0.0% #DIV/0!

Vacancy/Absentee Coverage (3,299) $0.395 Vacancy/absentee coverage offset by favorable rates (32,264) $1.979 Vacancy/absentee coverage offset by favorable rates-11.9% 21.0% -12.7% 15.4%

Weather Emergencies (757) ($0.107) Inclement Weather 2,757 ($0.219) Inclement Weather* * * *

Safety/Security/Law Enforcement 216 $0.004 1,039 $0.02359.4% 24.6% 43.0% 17.3%

Other (20) ($0.007) 95 ($0.016)* * * *

Subtotal (14,754) ($1.471) (44,072) ($5.406)-11.7% -27.7% -3.6% -9.8%

REIMBURSABLE OVERTIME 0 $0.000 0 $0.0000.0% 0.0% 0.0% 0.0%

TOTAL OVERTIME (14,754) ($1.471) (44,072) ($5.406)

October October Year- To - DateVar. - Fav./(Unfav) Var. - Fav./(Unfav)M

aster Page # 167 of 282 - New

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________________________________________________________________________________

Type Definition

Scheduled Service Crew book/Regular Run/Shift hours (above 8 hours) required by train crews, bus/tower/block operators, transportation supervisors/dispatchers, fare sales and collection, Train & Engineers, as well as non-transportation workers whose work is directly related to providing service (includes coverage for holidays).

Unscheduled Service Service coverage resulting from extraordinary events not related to weather, such as injuries, mechanical breakdowns, unusual traffic, tour length, late tour relief, and other requirements that arise that are non-absence related.

Programmatic/Routine Maintenance Program Maintenancework for which overtime is planned (e.g. Railroad Tie Replacement, Sperry Rail Testing, Running Board Replacement Programs). This also includes Routine Maintenance work for which OT has been planned, as well as all other maintenance not resulting from extraordinary events , including running repairs. Program/Routine maintenance work is usually performed during hours that are deemed more practical in order to minimize service disruptions, and includes contractual scheduled pay over 8 hours.

Unscheduled Maintenance Resulting from an extraordinary event (not weather-related) requiring the use of unplanned maintenance to perform repairs on trains, buses, subway and bus stations, depots, tracks and administrative and other facilities, including derailments, tour length and weekend coerage.

Vacancy/Absentee Coverage Provides coverage for an absent employee or a vacant position.

Weather Emergencies Coverage necessitated by extreme weather conditions (e.g. snow, flooding, hurricane, and tornadoes), as well as preparatory and residual costs.

Safety/Security/Law Enforcement Coverage required to provide additional customer & employee protection and to secure MTA fleet facilities, transportation routes, and security training.

Other Includes overtime coverage for clerical, administrative positions that are eligible for overtime.

Reimbursable Overtime Overtime incurred to support projects that are reimbursed from the MTA Capital Program and other funding sources.

MTA Bus Company2018 Overtime Reporting

Overtime legend


$ $ $ $ % $ %

Total Revenue 198.8 198.7 200.6 1.8 0.9 2.0 1.0

Total Expenses before Non-Cash Liability Adjs 672.6 662.0 644.4 28.2 4.2 17.6 2.7

Depreciation 44.8 44.5 43.5 1.3 3.0 1.1 2.4OPEB Obligation 80.1 67.4 55.4 24.6 30.8 11.9 17.7GASB 68 Pension Expense Adjustment 33.2 15.9 0.0 33.2 100.0 15.9 100.0Environmental Remediation 0.2 0.2 (0.2) 0.0 0.0 0.0

Total Expenses 830.6 790.1 743.5 87.1 10.5 46.5 5.9

Net Surplus/(Deficit) (631.8) (591.4) (542.9) 88.9 14.1 48.5 8.2


MTA BUS COMPANYMID-YEAR FORECAST AND NOVEMBER FORECAST vs. ACTUAL RESULTS (NON-REIMBURSABLE)


October Year-to-Date Favorable(Unfavorable) Variance

Mid-Year Forecast November Forecast Actual Mid-Year Forecast November Forecast


ew Y


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eeting 12/10/2018________________________________________________________________________________

Variance ExplanationVariance Percent

Total Revenue $2.0 1.0 (a)

Total Expenses $46.5 5.9

NOTE: Mid-Year Forecast vs. Actual Variance explanations are provided in the monthly report to the Finance Committee

(a) ‐ Variance less than 5%


Favorable timing of the shop program, bus technology, SBS rollout , new fare payment system, interagency billings and GASB 68 Pension Expense Adjustment. This is partially offset by higher overtime expenses due to vacancies and traffic, shuttles and availability and Claims expense.

MTA BUS COMPANYEXPLANATION OF VARIANCES BETWEEN NOVEMBER FORECAST AND ACTUAL RESULTS

NON-REIMBURSABLEOCTOBER 2018 YEAR-TO-DATE

($ in millions)


ew Y


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eeting 12/10/2018________________________________________________________________________________

Capital Program John F. O’Grady, Senior Vice President

Through the MTA Small Business Mentoring Program (SBMP) four staircases were replaced at the 215 St station along the 1 Line in Manhattan. SBMP’s goal is to provide the small contracting business community, including Minority and Women-Owned Business Enterprises (M/W/BEs), the opportunity to establish stable, long-term business relationships with the MTA. Since 2010, the SBMP has awarded $328 million in contracts and created 7,800 jobs.


December 2018 Highlights:Capital Program Status Report

The Capital Program Status Report provides a monthly and year-to-date overview of the progress of NYCT’s Capital Program including a brief discussion of the reporting month’s (October) highlights. The report focuses primarily on providing a summary of achievements regarding project awards, project completions and project closeouts for the period ending two months prior to the presentation of the report. In addition, year-to-date performance for all five major capital program milestones, as well as a quarterly report on fan plant status are presented. Also presented below are current highlights since the end of the reporting month.

In October, NYCT awarded projects totaling $202.5 million, including the award of platform component replacement at 4 locations on the L Line for $17.4 million, station ventilator reconstruction at 6 locations in the Bronx and Brooklyn for $13.8 million, the purchase of paratransit technology investments for $26.7 million, and the installation of low-resistance contact rail and supplemental negative cables on the Queens Boulevard Line for Communications Based Train Control (CBTC) for $63.2 million. Also in October, NYCT completed projects totaling $44.8 million, including three stair replacement Small Business Mentoring Program (SBMP) projects for $5.5 million and track and switch replacement projects on the Concourse Line and Brighton Line respectively for $39.3 million.

Project highlights since October include the award of an Americans with Disabilities (ADA) accessibility project at 59th Street Station on the 4th Avenue Line for $55.2 million and the replacement of supervisory ventilation controls at 11 fan plants for $27.4 million; completions include the rehabilitation of Circuit Breaker House (CBH) #275 rehabilitation on the Clark Street Line for $9 million.

Through October 30, NYCT’s performance against its 2018 Capital Project Milestones was: ($ in Millions)

Planned Achieved %

Design Starts $92.6 $121.2 131 Design Completions $266.1 $203.4 76 Construction Awards $6,531.8 $5,170.0 82 Substantial Completions $3,106.1 $1,486.1 48 Closeouts $7,927.2 $1,492.3 19

John O’Grady, Senior Vice President Capital Program Management


December 2018

Capital Program Status Through October 2018

NYCT awarded $202.5 million in projects, including platform component replacement at 4 locations on the L Line for $17.4 million. The stations that will receive investments are Morgan Avenue, DeKalb Avenue, Halsey Street, and Bushwick Avenue-Aberdeen Street. Components such as edges, rubbing boards, tactile warning strips and concrete at column bases will be repaired or replaced as required. Station painting will also occur at DeKalb Avenue.

NYCT also awarded station ventilator reconstruction at 6 locations in the Bronx and Brooklyn for $13.8 million. Ventilators are placed at sidewalk level to circulate air in or out of the system and to channel away water intrusion using a drip pan. This project will repair structural elements and eliminate water leaks for the ventilators that are in disrepair. The stations that will receive ventilator replacement or repair are 205th Street and East 143rd Street-St Mary’s Street in the Bronx and 36th Street, Grand Army Plaza, President Street and Winthrop Street in Brooklyn.

Furthermore, NYCT awarded the purchase of paratransit technology investments for $26.7 million. An upgraded replacement of the existing Automatic Vehicle Location Monitoring (AVLM) system will improve the Paratransit Division’s ability to track the location of vehicles and provide customers with reliable estimated times of arrival based on vehicle speed and direction. A new Real-Time Scheduling and Computer-Aided Dispatch (RTS/CAD) software engine will also be procured and integrated with the new AVLM system. Unlike the existing scheduling system, the new RTS/CAD system will incorporate real-time traffic conditions and continuously update trip schedules, allowing Paratransit to react more quickly to emergencies and avoid potential delays. It also will record mileage, passenger pick-ups and drop-offs with greater accuracy. The improved systems will allow Paratransit to schedule up to 50,000 trips on weekdays, provide improved customer service and produce more efficient schedules.

Lastly, NYCT awarded the installation of low-resistance contact rail and supplemental negative cables on the Queens Boulevard Line for $63.2 million. Additionally, approximately 57,250 feet and 3.050 third rail splice bars will be furnished and installed on both tracks in the 53rd Street Tube between Manhattan and Queens. Approximately 188,500 linear feet of unshielded negative side feeder cables will be run in existing duct banks along the line between the 8th Avenue/53rd Street Substation and Union Turnpike Station in Queens. These traction power improvements will be necessary to increase train throughput on the Queens Boulevard Line upon completion of the Communications Based Train Control (CBTC) project.

NYCT substantially completed projects totaling $44.8 million, including three stair replacement Small Business Mentoring Program (SBMP) projects for $5.5 million. Four elevated street stairs were replaced at 215th Street station on the Broadway-7th Avenue Line, and one interior stair was replaced on the lower level of Canal Street station on the Broadway Line.

NYCT also completed track and switch replacement projects on the Concourse Line and Brighton Line respectively for $39.3 million. Track work included the replacement of track and associated equipment or materials such as signals, contact rail, and ballast. Switch replacement work included replacement of existing turnouts, track switches, switch valves, connecting rails, contact rails, ties, ballast, signal cable and any associated signal and equipment work.

In addition, NYCT started two design projects for $0.5 million, completed six design projects for $3.3 million, and closed out four projects for $30.3 million.


The following table presents the base and current budget, closeout target date, and schedule variance for the projects that NYCT closed out in October.

Projects Closed During October 2018 ($ in millions)

Project Base

Budget Current Budget

Original Date

Months Delay

Paint Booth Replacement at Queens Village Depot [SBMP Tier2] $2.25 $2.13 6/2017 16

Mainline Track Replacement 2017 / Myrtle $14.29 $19.34 9/2018 1

Structural Remediation: E 180 St Maint Shop & Retaining Wall $5.16 $5.05 10/2018 0

Shoreline Upgrade: Kingsbridge Depot $3.75 $3.89 11/2018 (1) The closeout of Paint Booth Replacement at Queens Village Depot [SBMP Tier 2] was delayed by 16 months because of additional worker orders (AWOs) that required an extension of time for the contractor.


Capital Project Milestone Summary2018

(Through October 31, 2018)

Milestones Milestones PercentPlanned Accomplished Performance

$M # $M # %($) %(#)

October

Design Starts $0.9 1 $0.5 2 52.1 200.0Design Completions 28.5 14 3.3 6 11.7 42.9Construction Awards 229.4 9 202.5 16 88.3 177.8Substantial Completions 92.8 7 44.8 5 48.3 71.4Closeouts 9.9 4 30.3 4 307.1 100.0

2018 Year-To-Date

Design Starts $92.6 80 $121.2 97 130.8 121.3Design Completions 266.1 177 203.4 124 76.5 70.1Construction Awards 6,531.8 191 5,170.0 156 79.2 81.7Substantial Completions 3,106.1 133 1,486.1 83 47.8 62.4Closeouts 7,927.2 210 1,492.3 103 18.8 49.0

2018 Projected To-Year-End Initial Plan Current Forecast %($) %(#)

Design Starts $100.9 85 $144.6 113 143.3 132.9Design Completions 284.1 192 265.4 161 93.4 83.9Construction Awards 6,964.8 203 6,918.7 210 99.3 103.4Substantial Completions 4,422.5 201 3,802.2 159 86.0 79.1Closeouts 8,571.0 239 3,722.3 201 43.4 84.1

Totals do not include contingency, emergency funds and miscellaneous reserves;performance percentages include early accomplishments.


2018 Design Starts Charts

As of

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Forecast 0 0 0 0 0 0 0 0 0 0 6 10

Actual 15 11 15 7 8 9 9 11 10 2 0 0

Plan 12 8 20 11 4 5 6 8 5 1 4 1

Cummulative

Forecast 15 26 41 48 56 65 74 85 95 97 103 113

Actual 15 26 41 48 56 65 74 85 95 97

Plan 12 20 40 51 55 60 66 74 79 80 84 85


Forecast 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 10.1 13.3

Actual 26.8 13.8 15.6 4.8 5.4 15.3 7.3 18.5 13.2 0.5 0.0 0.0

Plan 9.7 15.8 17.2 12.8 5.3 6.1 18.5 4.6 1.7 0.9 6.4 1.9

Cummulative

Forecast 26.8 40.6 56.2 61.0 66.4 81.7 89.0 107.5 120.7 121.2 131.3 144.6

Actual 26.8 40.6 56.2 61.0 66.4 81.7 89.0 107.5 120.7 121.2

Plan 9.7 25.5 42.7 55.5 60.9 67.0 85.5 90.0 91.8 92.6 99.1 100.9

October 2018

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2018 Design Completions Charts

As of


Forecast 0 0 0 0 0 0 0 0 0 0 25 12

Actual 21 12 22 10 12 14 12 8 7 6 0 0

Plan 23 28 21 22 8 22 18 15 6 14 6 9

Cummulative

Forecast 21 33 55 65 77 91 103 111 118 124 149 161

Actual 21 33 55 65 77 91 103 111 118 124

Plan 23 51 72 94 102 124 142 157 163 177 183 192


Forecast 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 45.1 16.9

Actual 27.5 47.8 18.2 28.1 14.6 33.1 12.4 5.5 12.8 3.3 0.0 0.0

Plan 51.3 42.0 23.5 28.5 11.5 38.6 17.3 14.1 10.9 28.5 7.7 10.4

Cummulative

Forecast 27.5 75.3 93.5 121.6 136.2 169.3 181.7 187.2 200.1 203.4 248.5 265.4

Actual 27.5 75.3 93.5 121.6 136.2 169.3 181.7 187.2 200.1 203.4

Plan 51.3 93.3 116.8 145.3 156.8 195.3 212.6 226.7 237.6 266.1 273.8 284.1

October 2018

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2018 Awards Charts

As of


Forecast 0 0 0 0 0 0 0 0 0 0 19 36

Actual 16 22 12 20 8 13 20 5 24 16 0 0

Plan 23 20 19 23 16 27 23 14 17 9 5 7

Cummulative

Forecast 16 38 50 70 78 91 111 116 140 156 175 211

Actual 16 38 50 70 78 91 111 116 140 156

Plan 23 43 62 85 101 128 151 165 182 191 196 203


Forecast 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 414.3 1,343.6

Actual 181.0 2,146.8 561.6 604.2 104.1 324.6 216.9 129.3 699.2 202.5 0.0 0.0

Plan 326.7 2,168.0 397.8 929.6 339.0 1,208.9 235.5 147.9 549.1 229.4 103.6 329.4

Cummulative

Forecast 181.0 2,327.7 2,889.3 3,493.5 3,597.6 3,922.2 4,139.1 4,268.4 4,967.6 5,170.0 5,584.3 6,927.9

Actual 181.0 2,327.7 2,889.3 3,493.5 3,597.6 3,922.2 4,139.1 4,268.4 4,967.6 5,170.0

Plan 326.7 2,494.7 2,892.5 3,822.1 4,161.1 5,370.0 5,605.4 5,753.3 6,302.4 6,531.8 6,635.4 6,964.8

The gap of approximately $1.3 billion is largely explained by a delay in the award of various

Communications-based Train Control (CBTC) projects on the Culver Line for $430.3 million and

Times Square Shuttle Station improvement projects for $274.4 million

October 2018

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2018 Substantial Completions Charts

As of


Forecast 0 0 0 0 0 0 0 0 0 0 27 49

Actual 16 7 2 7 4 14 17 6 5 5 0 0

Plan 11 11 21 17 13 11 20 11 11 7 10 58

Cummulative

Forecast 16 23 25 32 36 50 67 73 78 83 110 159

Actual 16 23 25 32 36 50 67 73 78 83

Plan 11 22 43 60 73 84 104 115 126 133 143 201


Forecast 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 553.9 1,762.2

Actual 254.9 76.0 24.7 74.2 46.4 462.0 228.7 141.5 132.9 44.8 0.0 0.0

Plan 256.4 138.6 329.7 184.5 532.2 129.7 821.6 140.8 479.9 92.8 103.7 1,212.6

Cummulative

Forecast 254.9 330.9 355.6 429.9 476.3 938.3 1,167.0 1,308.5 1,441.3 1,486.2 2,040.0 3,802.2

Actual 254.9 330.9 355.6 429.9 476.3 938.3 1,167.0 1,308.5 1,441.3 1,486.2

Plan 256.4 395.0 724.7 909.2 1,441.4 1,571.1 2,392.7 2,533.5 3,013.4 3,106.1 3,209.8 4,422.5

The gap of approximately $1.6 billion is largely explained by a delay in the completion of CBTC on the Flushing Line for $563.3 million and two interlocking modernization projects on the 6th Avenue

Line for $357 million.

October 2018

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2018 Closeouts Charts

As of


Forecast 0 0 0 0 0 0 0 0 0 0 53 45

Actual 6 7 13 17 16 8 5 15 12 4 0 0

Plan 18 16 32 20 15 39 39 9 18 4 5 24

Cummulative

Forecast 6 13 26 43 59 67 72 87 99 103 156 201

Actual 6 13 26 43 59 67 72 87 99 103

Plan 18 34 66 86 101 140 179 188 206 210 215 239


Forecast 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 1,356.0 874.0

Actual 40.9 44.2 260.3 181.2 187.7 22.7 95.6 471.1 158.5 30.3 0.0 0.0

Plan 368.9 123.4 979.4 327.6 235.3 4,146.4 1,067.2 181.4 487.9 9.9 203.6 440.3

Cummulative

Forecast 40.9 85.0 345.3 526.5 714.2 736.9 832.4 1,303.5 1,462.1 1,492.3 2,848.3 3,722.3

Actual 40.9 85.0 345.3 526.5 714.2 736.9 832.4 1,303.5 1,462.1 1,492.3

Plan 368.9 492.3 1,471.6 1,799.2 2,034.4 6,180.8 7,248.0 7,429.4 7,917.3 7,927.2 8,130.8 8,571.0

The gap of approximately $6.4 billion is largely explained by a delay in the closeout of rolling stock

purchases.

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Procurement Steve Plochochi, Senior Vice President

This set of before and after photos from the Sea Beach Renewal project at the Bay Pkwy station depicts the structural and concrete repairs that have taken place to improve this station. The Additional Work Order (AWO) included in this month’s agenda enhances similar work being performed at the 8 Av station in Brooklyn on the Sea Beach N line by providing structural modifications required to include a new elevator.


PROCUREMENTS

The Procurement Agenda this month includes 1 action for a proposed expenditure of $1.1M.



NYC Transit proposes to award Competitive procurements in the following categories: None MTA Capital Construction proposes to award Competitive procurements in the following categories: None MTA Bus Company proposes to award Competitive procurements in the following categories: None MTA Bus Company proposes to award Ratifications in the following categories: None

MTA Capital Construction proposes to award Ratifications in the following categories: None

NYC Transit proposes to award Ratifications in the following categories: Schedules Requiring Two-Thirds Vote:

Schedule K: Ratification of Completed Procurement Actions 1 $ 1.1 M SUBTOTAL 1 $ 1.1 M

TOTAL 1 $ 1.1 M

COMPETITIVE BIDDING REQUIREMENTS: The procurement actions in Schedules A, B, C, and D are subject to the competitive bidding requirements of PAL 1209 or 1265-a relating to contracts for the purchase of goods or public work. Procurement actions in the remaining Schedules are not subject to these requirements. BUDGET IMPACT: The purchases/contracts will result in obligating funds in the amounts listed. Funds are available in the current operating/capital budgets for this purpose. RECOMMENDATION: That the purchases/contracts be approved as proposed. (Items are included in the resolution of approval at the beginning of the Procurement Section.)


BOARD RESOLUTION

WHEREAS, in accordance with Sections 1265-a and 1209 of the Public Authorities Law and the All-Agency General Contract Procurement Guidelines, the Board authorizes the award of certain noncompetitive purchase and public work contracts, and the solicitation and award of requests for proposals in regard to purchase and public work contracts; and WHEREAS, in accordance with the All-Agency Service Contract Procurement Guidelines and General Contract Procurement Guidelines the Board authorizes the award of certain noncompetitive miscellaneous service and miscellaneous procurement contracts, certain change orders to purchase, public work, and miscellaneous service and miscellaneous procurement contracts, and certain budget adjustments to estimated quantity contracts; and WHEREAS, in accordance with Section 2879 of the Public Authorities Law and the All-Agency Service Contract Procurement Guidelines, the Board authorizes the award of certain service contracts and certain change orders to service contracts. NOW, the Board resolves as follows: 1. As to each purchase and public work contract set forth in annexed Schedule A, the Board declares competitive bidding to be impractical or inappropriate for the reasons specified therein and authorizes the execution of each such contract. 2. As to each request for proposals (for purchase and public work contracts) set forth in Schedule B for which authorization to solicit proposals is requested, for the reasons specified therein, the Board declares competitive bidding to be impractical or inappropriate, declares it is in the public interest to solicit competitive request for proposals, and authorizes the solicitation of such proposals. 3. As to each request for proposals (for purchase and public work contracts) set forth in Schedule C for which a recommendation is made to award the contract, the Board authorizes the execution of said contract. 4. As to each action set forth in Schedule D, the Board declares competitive bidding impractical or inappropriate for the reasons specified therein, and ratifies each action for which ratification is requested. 5. The Board authorizes the execution of each of the following for which Board authorization is required: (i) the miscellaneous procurement contracts set forth in Schedule E; (ii) the personal service contracts set forth in Schedule F; (iii) the miscellaneous service contracts set forth in Schedule G; (iv) the modifications to personal/miscellaneous service contracts set forth in Schedule H; (v) the contract modifications to purchase and public work contracts set forth in Schedule I; and (vi) the modifications to miscellaneous procurement contracts set forth in Schedule J. 6. The Board ratifies each action taken set forth in Schedule K for which ratification is requested. 7. The Board authorizes the budget adjustments to estimated contracts set forth in Schedule L.


DECEMBER 2018

LIST OF RATIFICATIONS FOR BOARD APPROVAL

Procurements Requiring Majority Vote: K. Ratification of Completed Procurement Actions (Involving Schedule E–J)

(Staff Summaries required for items requiring Board approval.)

1. John P. Picone, Inc. $1,054,000 Staff Summary Attached Contract# A-36090.275

Modification to the contract for the renewal of six stations and line structure repair on the Sea Beach line, in order to perform platform foundation work required to incorporate a new Americans with Disabilities access elevator on the southbound platform at the 8th Avenue Station.


Schedule K: Ratification of Completed Procurement Actions

Item Number: 1 Vendor Name (Location) Contract Number AWO/Mod. #

John P. Picone, Inc. (Lawrence, New York) A-36090 275

Description

Renewal of Six Stations and Line Structure Repair on the Sea Beach Line, Borough of Brooklyn

Original Amount: $ 188,761,000

Contract Term (including Options, if any) Prior Modifications: $ 13,611,880

December 30, 2014–December 28, 2018 Prior Budgetary Increases: $ 0

Option(s) included in Total Amt? Yes No n/a Current Amount: $ 202,372,880

Procurement Type Competitive Noncompetitive

Solicitation Type RFP Bid Other: Modification This Request: $ 1,054,000

Funding Source

Operating Capital Federal Other: % of This Request to Current Amt.: 0.5%

Requesting Dept./Div., Dept./Div. Head Name: % of Modifications (including This Request) to Original Amount:

7.8% Capital Program Management, John O’Grady

Discussion This retroactive modification is for platform foundation work required to incorporate a new Americans with Disabilities Act (“ADA”) elevator on the southbound platform at the 8th Avenue Station (Sea Beach line). This is one of several modifications that will provide ADA elevators on the northbound and southbound platforms for this station. The base contract provides for the renewal of six stations along the Sea Beach line in Brooklyn: 8th Avenue, Fort Hamilton Parkway, New Utrecht, 18th Avenue, 20th Avenue, and Bay Parkway. The work includes concrete repairs; repair of steel structural members; replacement of all interior/exterior stairs, windows, and doors; replacement/upgrade of existing electrical, security, and signal systems; demolition and replacement of platform columns, tunnel arches, parapets, canopies, and concrete platform slabs; construction of four new ADA elevators at New Utrecht Station; and construction of an ADA-compliant ramp at the 8th Avenue station’s northbound platform. (This has since changed to an elevator.) The original Federal Transit Administration– (“FTA”) approved intent of the project was to provide ADA-compliant access for the 8th Avenue station’s southbound platform. During the design phase of the project it was determined that ADA-compliant access would block an adjoining property, and thus ADA southbound access was not part of the original contract. However, an agreement with the owner has been reached in principle which allows the reincorporation of ADA-compliant access for the southbound platform. This work requires several additional contract modifications. The other changes will relocate the roadway to the adjoining property; provide an ADA elevator; and reconfigure new stairs and the control house passageway above this new foundation work. It is anticipated that the additional modifications will be submitted to the Board in the future. This modification provides for platform foundation work, additional support beams, and a widened section of the southbound platform slab. The work includes additional hand excavation to facilitate spall repair to front platform support beams; removal of existing footings, rear platform support beam, and associated excavation; furnish and installation of new concrete footings, and steel support beams to support the modified stairs and control house passageway; and installation of a new wider section of concrete platform with reinforcement. John P. Picone, Inc.’s (“Picone”) revised proposal was net $1,392,824; NYC Transit’s revised estimate was net $960,287. Negotiations resulted in the agreed-upon lump-sum price of $1,054,000. Savings of $338,824 were achieved. This price is found to be fair and reasonable. The SVP, Capital Program Management approved a retroactive waiver and the SVP, Procurement & Supply Chain authorized a partial payment up to $599,238, and on October 12, 2018, Picone commenced work. The contract’s substantial completion date of December 28, 2018, is not changed by this modification. An extension of time associated with other modifications is being negotiated. In connection with a previous contract awarded to Picone, Picone was found to be responsible notwithstanding significant adverse information (“SAI”) pursuant to the All-Agency Responsibility Guidelines and such responsibility findings were approved by the MTA Chairman & CEO in consultation with the MTA General Counsel in December 2014. No new SAI has been found relating to Picone and Picone has been found to be responsible.



Staff Summary

Two major Scheduled Maintenance System (SMS) car upgrade projects are included in the November

Plan. First, the HVAC system on the millennium fleet (R142A, R143, R160, and R188) is being upgraded to use a new refrigerant. This upgrade is required to comply with a Federal EPA mandate to phase-out use of the current refrigerant, which contributes to ozone depletion. Second, the R142 car class is being upgraded in order to improve its below standard reliability performance. The first phase of this process includes upgrades to the door control and propulsion system which is part of this plan; as well as the test replacement of HVAC systems on 45 cars of this car class; a future phase will include the upgrade of the HVAC system (including replacement of the current refrigerant) on the remaining 985 cars.

Budget Reduction Program (including re-estimates) – The Plan provides overall savings of $896.4 million through 2022, comprised of annual savings of $105.3 million (267 positions) in 2018, $212.1 million (855 positions) in 2019, $202.6 million (880 positions) in 2020, $191.1 million (794 positions) in 2021, and $185.4 million (830 positions) in 2022.

2018 November Forecast-Baseline

Total operating revenues are projected at $4.884 billion, including $4.438 billion of farebox revenues. Total operating expenses are projected to be $8.615 billion, consisting of labor costs of $6.583 billion and non-labor expenses of $2.032 billion. Non-cash depreciation expense is projected at $1.828 billion, other post-employment benefit expenses are projected at $1.350 billion, and GASB 68 pension expenses are projected as a credit of $0.306 million. After including favorable cash adjustments of $3.026 billion, the projected net cash deficit is $3.577 billion. Projected reimbursable expenses of $1.417 billion are fully offset by capital reimbursements. Total end-of-year positions are projected at 50,757, including 45,175 non-reimbursable positions and 5,582 reimbursable positions.

2019 Final Proposed Budget-Baseline

Total operating revenues are projected at $4.871 billion, including farebox revenues of $4.391 billion. Total operating expenses are projected to be $8.755 billion, consisting of labor costs of $6.621 billion and non-labor expenses of $2.133 billion. Non-cash depreciation expense is projected at $1.878 billion, other post-employment benefit expenses are projected at $1.437 billion, and GASB 68 pension expenses are projected as a credit of $0.296 billion. After including favorable cash adjustments of $3.342 billion, the projected net cash deficit is $3.560 billion. Projected reimbursable expenses of $1.458 billion are fully offset by capital reimbursements. Total end-of-year positions are projected at 51,046, including 44,525 non-reimbursable positions and 6,521 reimbursable positions.

Impact on Funding

The 2018 November Forecast, the 2019 Final Proposed Budget and the Four-Year Financial Plan for 2019-2022, which are presented in the attached tables, are consistent with the proposed MTA Financial Plan.

Recommendation

It is recommended that the MTA Board adopt the 2018 November Forecast, the 2019 Final Proposed Budget and the Four-Year Financial Plan for 2019-2022 for MTA New York City Transit and the related authorization to draw down Transit Adjudication Bureau (TAB) receipts and interest consistent with this Final Proposed Budget.


MTA NEW YORK CITY TRANSITNovember Financial Plan 2019 - 2022

Accrual Statement of Operations By Category($ in millions)

ActualNovember Forecast

Final Proposed

Budget2017 2018 2019 2020 2021 2022

Non-Reimbursable

Operating RevenueFarebox Revenue:Subway $3,441.124 $3,413.257 $3,383.861 $3,395.653 $3,387.779 $3,389.617 Bus 952.363 925.789 905.992 905.864 902.169 902.608 Paratransit 17.526 20.763 23.047 24.199 25.409 26.679 Fare Media Liability 75.743 78.500 78.500 78.500 78.500 78.500

Farebox Revenue $4,486.756 $4,438.309 $4,391.400 $4,404.216 $4,393.857 $4,397.404

Other Operating Revenue:Fare Reimbursement 84.016 84.016 84.016 84.016 84.016 84.016 Paratransit Reimbursement 164.340 196.322 214.981 215.570 223.556 232.142 Other 176.522 165.280 180.278 191.426 197.030 196.538

Other Operating Revenue $424.879 $445.618 $479.275 $491.012 $504.602 $512.696

Capital and Other Reimbursements 0.000 0.000 0.000 0.000 0.000 0.000 Total Revenues $4,911.635 $4,883.927 $4,870.675 $4,895.228 $4,898.459 $4,910.100

Operating ExpenseLabor:

Payroll $3,308.713 $3,427.083 $3,507.469 $3,584.087 $3,636.260 $3,714.589 Overtime 592.050 683.852 474.311 487.402 491.450 497.580

Total Salaries and Wages $3,900.763 $4,110.935 $3,981.780 $4,071.489 $4,127.710 $4,212.170

Health and Welfare 860.115 937.370 1,029.070 1,092.611 1,154.598 1,237.585 OPEB Current Payments 413.712 453.997 505.365 558.588 616.745 680.616 Pension 926.786 933.899 947.166 926.068 916.382 896.502 Other Fringe Benefits 409.671 472.247 445.232 472.986 502.210 515.442

Total Fringe Benefts $2,610.284 $2,797.513 $2,926.834 $3,050.253 $3,189.935 $3,330.145

Reimbursable Overhead (304.409) (325.435) (287.291) (264.777) (243.595) (244.492)Total Labor Expenses $6,206.639 $6,583.012 $6,621.323 $6,856.966 $7,074.050 $7,297.823

Non-Labor:Electric Power $265.304 $290.682 $272.038 $281.194 $291.321 $305.408 Fuel 95.440 112.275 113.954 112.772 110.160 109.297 Insurance 72.101 67.988 71.671 78.008 85.880 94.799 Claims 278.671 207.333 208.909 210.484 210.484 210.484 Paratransit Service Contracts 392.849 452.190 482.751 501.230 518.038 547.829 Maintenance and Other Operating Contracts 245.875 261.543 369.131 323.401 318.317 303.441 Professional Services Contracts 172.184 206.429 187.358 174.438 169.825 174.494 Materials and Supplies 319.469 347.363 341.964 367.695 374.151 379.350 Other Business Expenses 82.909 85.717 85.575 87.147 87.561 88.466

Total Non-Labor Expenses $1,924.802 $2,031.520 $2,133.352 $2,136.369 $2,165.737 $2,213.567

Other Expense Adjustments:Other Expense Adjustments $0.000 $0.000 $0.000 $0.000 $0.000 $0.000

Total Other Expense Adjustments $0.000 $0.000 $0.000 $0.000 $0.000 $0.000

Total Expenses Before Depreciation and GASB Adjs. $8,131.441 $8,614.532 $8,754.674 $8,993.335 $9,239.787 $9,511.390

Depreciation $1,681.857 $1,828.062 $1,878.062 $1,928.062 $1,978.062 $2,029.359 OPEB Liability Adjustment 1,102.586 1,350.191 1,436.666 1,528.680 1,626.587 1,730.764 GASB 68 Pension Expense Adjustment (221.205) (305.534) (296.398) (303.171) (308.944) (308.944)Environmental Remediation 8.537 0.000 0.000 0.000 0.000 0.000

Total Expenses $10,703.217 $11,487.251 $11,773.004 $12,146.906 $12,535.492 $12,962.569

Net Surplus/(Deficit) ($5,791.582) ($6,603.324) ($6,902.329) ($7,251.678) ($7,637.033) ($8,052.468)





Final Proposed

Budget2017 2018 2019 2020 2021 2022

Reimbursable

Operating RevenueFarebox Revenue $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 Other Operating Revenue 0.000 0.000 0.000 0.000 0.000 0.000 Capital and Other Reimbursements 1,378.752 1,416.911 1,457.544 1,341.242 1,229.854 1,231.159

Total Revenues $1,378.752 $1,416.911 $1,457.544 $1,341.242 $1,229.854 $1,231.159


Payroll $481.483 $499.823 $601.068 $559.113 $502.111 $500.963 Overtime 184.026 187.569 125.631 119.460 113.999 115.923

Total Salaries and Wages $665.510 $687.392 $726.699 $678.573 $616.109 $616.886

Health and Welfare 24.126 25.364 27.805 28.938 28.465 29.523 OPEB Current Payments 9.771 10.396 11.305 11.989 12.763 13.586 Pension 36.408 38.814 40.294 38.512 36.212 34.333 Other Fringe Benefits 206.279 211.773 240.869 222.725 199.765 199.793

Total Fringe Benefts $276.585 $286.347 $320.273 $302.164 $277.205 $277.235

Reimbursable Overhead 304.409 325.435 287.291 264.777 243.595 244.492 Total Labor Expenses $1,246.503 $1,299.175 $1,334.263 $1,245.513 $1,136.909 $1,138.613

Non-Labor:Electric Power ($0.113) $0.252 $0.252 $0.252 $0.252 $0.252 Fuel 0.015 0.235 1.475 0.976 (0.023) (0.023)Insurance 0.000 0.000 0.000 0.000 0.000 0.000 Claims 0.000 0.000 0.000 0.000 0.000 0.000 Paratransit Service Contracts 0.000 0.000 0.000 0.000 0.000 0.000 Maintenance and Other Operating Contracts 38.154 38.557 44.729 33.846 32.642 32.418 Professional Services Contracts 15.060 13.032 9.472 9.472 9.472 9.472 Materials and Supplies 77.317 62.700 67.689 51.605 51.043 50.868 Other Business Expenses 1.815 2.959 (0.336) (0.423) (0.442) (0.442)

Total Non-Labor Expenses $132.248 $117.735 $123.281 $95.728 $92.944 $92.545



Total Expenses Before Deprecation $1,378.752 $1,416.911 $1,457.544 $1,341.242 $1,229.854 $1,231.159

Net Surplus/(Deficit) $0.000 $0.000 $0.000 $0.000 $0.000 $0.000





Final Proposed

Budget2017 2018 2019 2020 2021 2022

Non-Reimbursable / Reimbursable

Operating RevenueFarebox Revenue:Subway $3,441.124 $3,413.257 $3,383.861 $3,395.653 $3,387.779 $3,389.617 Bus 952.363 925.789 905.992 905.864 902.169 902.608 Paratransit 17.526 20.763 23.047 24.199 25.409 26.679 Fare Media Liability 75.743 78.500 78.500 78.500 78.500 78.500

Farebox Revenue $4,486.756 $4,438.309 $4,391.400 $4,404.216 $4,393.857 $4,397.404

Other Operating Revenue:Fare Reimbursement 84.016 84.016 84.016 84.016 84.016 84.016 Paratransit Reimbursement 164.340 196.322 214.981 215.570 223.556 232.142 Other 176.522 165.280 180.278 191.426 197.030 196.538

Other Operating Revenue $424.879 $445.618 $479.275 $491.012 $504.602 $512.696

Capital and Other Reimbursements 1,378.752 1,416.911 1,457.544 1,341.242 1,229.854 1,231.159 Total Revenues $6,290.387 $6,300.838 $6,328.220 $6,236.470 $6,128.313 $6,141.259



Total Salaries and Wages $4,566.273 $4,798.327 $4,708.479 $4,750.062 $4,743.819 $4,829.056

Health and Welfare 884.241 962.735 1,056.876 1,121.549 1,183.063 1,267.108 OPEB Current Payments 423.483 464.392 516.670 570.576 629.508 694.202 Pension 963.195 972.713 987.460 964.580 952.594 930.835 Other Fringe Benefits 615.950 684.020 686.102 695.711 701.975 715.235

Total Fringe Benefts $2,886.869 $3,083.860 $3,247.107 $3,352.417 $3,467.140 $3,607.380

Reimbursable Overhead 0.000 0.000 0.000 0.000 0.000 0.000 Total Labor Expenses $7,453.142 $7,882.187 $7,955.586 $8,102.479 $8,210.960 $8,436.436


Total Non-Labor Expenses $2,057.051 $2,149.255 $2,256.633 $2,232.098 $2,258.681 $2,306.113



Total Expenses Before Depreciation and GASB Adjs. $9,510.193 $10,031.443 $10,212.219 $10,334.577 $10,469.641 $10,742.549


Total Expenses $12,081.969 $12,904.162 $13,230.549 $13,488.148 $13,765.346 $14,193.727

Net Surplus/(Deficit) ($5,791.582) ($6,603.324) ($6,902.329) ($7,251.678) ($7,637.033) ($8,052.468)



Cash Receipts and Expenditures($ in millions)


Final Proposed

Budget2017 2018 2019 2020 2021 2022

Cash Receipts and Expenditures

ReceiptsFarebox Revenue $4,490.430 $4,438.509 $4,391.600 $4,404.416 $4,394.057 $4,397.604

Other Operating Revenue:Fare Reimbursement 97.852 40.250 84.016 84.016 84.016 84.016 Paratransit Reimbursement 167.124 195.709 215.109 215.570 223.487 232.109 Other Revenue 59.683 60.207 72.953 81.245 84.013 80.779

Other Operating Revenue 324.659 296.166 372.078 380.831 391.516 396.904 Capital and Other Reimbursements 1,369.149 1,453.048 1,578.594 1,364.944 1,252.111 1,230.378

Total Receipts $6,184.238 $6,187.723 $6,342.272 $6,150.191 $6,037.684 $6,024.886

ExpendituresLabor:


Total Salaries & Wages $4,515.406 $4,770.999 $4,675.207 $4,715.865 $4,708.017 $4,792.082 Health and Welfare 885.732 943.901 1,046.179 1,110.051 1,170.702 1,253.820 OPEB Current Payments 423.483 464.392 516.670 570.576 629.508 694.202 Pension 963.045 972.713 987.460 964.580 952.594 930.835 Other Fringe Benefits 493.387 515.179 514.926 522.975 533.588 551.870

Total Fringe Benefits $2,765.647 $2,896.185 $3,065.235 $3,168.182 $3,286.393 $3,430.728 Contribution to GASB Fund 0.000 0.000 0.000 0.000 0.000 0.000 Reimbursable Overhead 0.000 0.000 0.000 0.000 0.000 0.000

Total Labor Expenditures $7,281.053 $7,667.184 $7,740.442 $7,884.047 $7,994.410 $8,222.810


Total Non-Labor Expenditures $1,850.157 $2,097.629 $2,161.701 $2,139.023 $2,167.685 $2,217.592

Other Expenditure Adjustments:Other $0.000 $0.000 $0.000 $0.000 $0.000 $0.000


Total Expenditures $9,131.210 $9,764.813 $9,902.142 $10,023.070 $10,162.095 $10,440.401

Net Cash Balance ($2,946.972) ($3,577.090) ($3,559.870) ($3,872.879) ($4,124.411) ($4,415.515)


MTA NEW YORK CITY TRANSITNovember Financial Plan 2019 - 2022Cash Conversion (Cash Flow Adjustments)

($ in millions)


Final Proposed

Budget2017 2018 2019 2020 2021 2022

Cash Flow Adjustments

ReceiptsFarebox Revenue $3.674 $0.200 $0.200 $0.200 $0.200 $0.200

Other Operating Revenue:Fare Reimbursement 13.836 (43.766) 0.000 0.000 0.000 0.000 Paratransit Reimbursement 2.784 (0.613) 0.128 0.000 (0.069) (0.033)Other Revenue (116.839) (105.073) (107.325) (110.181) (113.017) (115.759)

Other Operating Revenue ($100.220) ($149.452) ($107.197) ($110.181) ($113.086) ($115.792)Capital and Other Reimbursements (9.603) 36.137 121.050 23.702 22.257 (0.781)

Total Receipts ($106.149) ($113.115) $14.053 ($86.279) ($90.629) ($116.373)

ExpendituresLabor:

Payroll $50.867 $27.328 $33.272 $34.197 $35.802 $36.974 Overtime 0.000 0.000 0.000 0.000 0.000 0.000

Total Salaries and Wages $50.867 $27.328 $33.272 $34.197 $35.802 $36.974 Health and Welfare (1.490) 18.834 10.696 11.498 12.361 13.288 OPEB Current Payments 0.000 0.000 0.000 0.000 0.000 0.000 Pension 0.150 0.000 0.000 0.000 0.000 0.000 Other Fringe Benefits 122.563 168.841 171.176 172.736 168.387 163.364

Total Fringe Benefits $121.222 $187.675 $181.872 $184.235 $180.747 $176.652 Contribution to GASB Fund 0.000 0.000 0.000 0.000 0.000 0.000 Reimbursable Overhead 0.000 0.000 0.000 0.000 0.000 0.000

Total Labor Expenditures $172.089 $215.004 $215.144 $218.432 $216.550 $213.626

Non-Labor:Electric Power ($7.756) $0.000 0.000 $0.000 $0.000 $0.000 Fuel 6.054 0.000 0.000 0.000 0.000 0.000 Insurance (2.439) 0.329 1.093 (0.909) 1.692 1.811 Claims 175.197 66.140 86.191 85.275 82.734 80.140 Paratransit Service Contracts 2.684 2.000 2.000 2.000 2.000 2.000 Maintenance and Other Operating Contracts 11.385 (25.011) (7.852) (6.791) (8.930) (8.930)Professional Services Contracts 23.391 6.668 12.000 12.000 12.000 12.000 Materials and Supplies (0.380) 1.500 1.500 1.500 1.500 1.500 Other Business Expenses (1.243) 0.000 0.000 0.000 0.000 0.000

Total Non-Labor Expenditures $206.894 $51.626 $94.932 $93.075 $90.996 $88.521

Other Expenditure Adjustments:Other Expense Adjustments $0.000 $0.000 $0.000 $0.000 $0.000 $0.000

Total Other Expenditure Ajustments $0.000 $0.000 $0.000 $0.000 $0.000 $0.000

Total Expenditures $378.983 $266.630 $310.076 $311.507 $307.546 $302.147

Total Cash Conversion Adjustments before Depreciation $272.834 $153.515 $324.129 $225.228 $216.917 $185.774


Total Cash Conversion Adjustments $2,844.610 $3,026.234 $3,342.459 $3,378.799 $3,512.622 $3,636.953



Ridership (Utilization)(in millions)


Final Proposed

Budget2017 2018 2019 2020 2021 2022

RIDERSHIP

Subway 1,727.367 1,679.059 1,661.190 1,666.869 1,663.285 1,664.157 Bus 602.620 571.305 558.503 558.403 556.296 556.546 Paratransit 8.921 9.915 11.005 11.555 12.133 12.740

Total Ridership 2,338.908 2,260.279 2,230.699 2,236.827 2,231.714 2,233.443

FAREBOX REVENUE (Excluding fare media liability)

Subway $3,441.124 $3,413.257 $3,383.861 $3,395.653 $3,387.779 $3,389.617 Bus 952.363 925.789 905.992 905.864 902.169 902.608 Paratransit 17.526 20.763 23.047 24.199 25.409 26.679

Total Revenue $4,411.013 $4,359.809 $4,312.900 $4,325.716 $4,315.357 $4,318.904


Pos. 2018 Pos. 2019 Pos. 2020 Pos. 2021 Pos. 2022

Administration

Administrative Staff Reductions (Nov. Plan) (0.360) 121 17.102 122 17.105 122 17.105 122 17.105

Labor Efficiencies (Nov. Plan) 0.000 60 14.720 60 14.720 60 14.720 60 14.720

Mandated Training Frequency (Nov. Plan) 0.000 4.469 (1.942) 0.863 4.469

OTPS Reductions (Nov. Plan) (2.525) 2.492 2.087 1.587 1.587

Overtime Savings (Nov. Plan) 0.000 0.600 0.600 0.600 0.600

Traffic Checking (Nov. Plan) - 0.000 16 1.379 16 1.576 16 1.576 16 1.576

Administrative Staffing Reductions (July Plan) 54 9.265 65 9.221 65 9.221 65 9.221 65 9.221

Hiring Restriction Savings (July Plan) 28.198 17.663

OTPS Reductions (July Plan) 3.542 5.546 5.546 5.546 5.546

Traffic Checking Efficiencies (July Plan) 4 0.533 4 0.705 4 0.705 4 0.705 4 0.705

Reduce Wellness Program (July Plan) 2.095 2.139 2.139 2.139 2.139

Mandated Training Reduction (July Plan) - 4.848 - 4.854 - 4.854 - 4.854 - 4.854

Subtotal Administration 58 45.596 266 80.890 267 56.611 267 58.916 267 62.522

Customer Convenience/Amenities

Reforecast of Bus Contract Costs (Nov. Plan) 0.000 3.250 3.250 3.750 1.750

Priority Initiative Efficiency (July Plan) 9 0.821 9 1.739 9 1.739 9 1.739 9 1.739

Subtotal Customer Convenience/Amenities 9 0.821 9 4.989 9 4.989 9 5.489 9 3.489

Maintenance

Department of Subways Material Savings (Nov. Plan) 11.000 7.000 7.000 7.000

Transition to Mid-Life Overhaul from Cycle Mtce. (Nov. Plan) 59 12.039 85 12.408 1 (0.320) 35 2.004

Tires Contract Reforecast (Nov. Plan) 1.300 1.300 1.300 1.300

Kitting Efficiency (Nov. Plan) 4 0.403 2 0.216 2 0.216 2 0.216

Labor Efficiencies - Buses (Nov. Plan) 40 4.500 40 4.500 40 4.500 40 4.500

Station Painting Contract Savings (Nov. Plan) 2.179 2.179 2.179 2.179

Turnstile Maintenance Efficiencies (Nov. Plan) 4 0.466 4 0.466 4 0.466 4 0.466

DEP Water Payment Savings (July Plan) 5.000 2.254 2.254 2.254 2.254

EAM Reductions (July Plan) 16 2.805 36 5.372 36 5.879 36 5.879 36 5.879

Depot Maintenance and Cleaning Efficiencies (July Plan) 10 1.846 38 3.788 38 3.788 38 3.788 38 3.788

Shop Plan Maintenance Efficiency (July Plan) 27 5.896 27 5.833 27 5.810 27 5.827

Terminal Car Cleaning Reduction (July Plan) 91 3.746 91 8.358 91 8.358 91 8.358 91 8.358

Track Inspection Savings (July Plan) - 0.000 53 5.721 53 5.721 53 5.721 53 5.721

Subtotal Maintenance 117 13.397 352 63.276 376 59.902 292 47.151 326 49.492

Revenue Enhancement

None - 0.000 - 0.000 - 0.000 - 0.000 - 0.000

Subtotal Revenue Enhancement - 0.000 - 0.000 - 0.000 - 0.000 - 0.000

Safety

None - 0.000 - 0.000 - 0.000 - 0.000 - 0.000

Subtotal Safety - 0.000 - 0.000 - 0.000 - 0.000 - 0.000

Security

Security Post Savings (Nov. Plan) - 0.000 9 0.640 9 0.840 9 0.840 9 0.840

SBS Eagle Team Efficiency (Nov. Plan) - 0.000 14 1.542 14 1.542 14 1.542 14 1.542

Security-SBS Eagle Team Efficiency (July Plan) 22 1.626 22 2.471 22 2.471 22 2.471 22 2.471

Subtotal Security 22 1.626 45 4.653 45 4.853 45 4.853 45 4.853

Service

Paratransit Improved Productivity (Nov. Plan) 1.766 1.766 1.766 1.766

SBS Adjustments (Nov. Plan) (5) 0.602 (5) 0.632 (5) 0.632 (5) 0.632

Paratransit Savings (July Plan) (2) 10.868 (2) 27.125 (2) 38.860 (2) 37.254 (2) 32.767

SI Ferry Service Reduction (July Plan) 6 0.546 9 1.144 9 1.144 9 1.144 9 1.144

SBS Defer New Routes (July Plan) (7) 1.018 (7) 3.751 (7) 9.751 (7) 9.751 (7) 3.751

Subtotal Service (3) 12.432 (5) 34.388 (5) 52.153 (5) 50.547 (5) 40.060

Service Support

Stations Efficiencies (Nov. Plan) - 0.000 68 3.974 68 7.948 68 7.948 68 7.948

Stations Signage Efficiency (Nov. Plan) - 0.000 3 0.324 3 0.324 3 0.324 3 0.324

Revenue Collection Efficiencies (July Plan) 14 1.166 11 1.047 11 1.047 11 1.047 11 1.047

NEW YORK CITY TRANSIT

November Financial Plan 2019-2022

2018 Budget Reduction Plan Summary

($ in millions)



Pos. 2018 Pos. 2019 Pos. 2020 Pos. 2021 Pos. 2022

NEW YORK CITY TRANSIT


2018 Budget Reduction Plan Summary

($ in millions)


Reduce Mobile Sales Program (July Plan) 3 0.328 3 0.328 3 0.328 3 0.328

Eliminate Police Fare Evasion Overtime (July Plan) 2.000 4.000 4.000 4.000 4.000

Tower Operator/TSS Economy (July Plan) 5 0.269 8 0.911 8 0.911 8 0.911 8 0.911

Subtotal Service Support 19 3.435 93 10.584 93 14.558 93 14.558 93 14.558

Other

One-Time Savings (Nov. Plan) 25 29.520 6.180 0.000 0.000 0.000

Other * 26 1.000 101 9.323 101 9.323 101 9.323 101 9.323

PE Inflation (Nov. Plan) - 0.000 - 0.000 0.624 0.784 1.544

Subtotal Other 51 30.520 101 15.503 101 9.947 101 10.107 101 10.867

Agency Submission 273 $107.827 861 $214.283 886 $203.013 802 $191.621 836 $185.841

* Select BRP's are removed, reflecting revised assumptions which are captured in Volume I within MTA re-estimates.


2017

Actual*

2018

November

Forecast

2019 Final

Proposed

Budget 2020 2021 2022

Administration

Office of the President 31 30 32 32 32 32

Law 290 320 315 315 315 315

Office of the EVP 44 18 18 18 17 17

Human Resources 253 252 248 248 248 248

Office of Management and Budget 39 43 43 43 43 43

Capital Planning & Budget 31 36 37 37 36 36

Strategy & Customer Experience** 264 215 215 215 214 213

Non-Departmental (1) (33) 8 10 10 10

Labor Relations 87 100 100 100 100 100

Materiel 256 261 269 257 244 238

Controller 119 125 122 119 118 117

Office of People & Business Transformation - 24 25 25 25 25

Total Administration 1,413 1,391 1,432 1,419 1,402 1,394

Operations

Subways Rapid Transit Operations 8,724 8,607 8,902 8,558 8,523 8,482

Subways Operation Support /Admin 473 411 411 411 411 411

Subways Stations 2,551 2,741 2,684 2,616 2,616 2,616

Subtotal - Subways 11,748 11,759 11,997 11,585 11,550 11,509

Buses 11,050 11,049 11,412 10,958 10,958 10,958

Paratransit 204 213 214 214 214 214

Operations Planning 394 407 429 421 419 418

Revenue Control 544 643 653 646 646 646

Non-Departmental - - - - - -

Total Operations 23,940 24,071 24,705 23,824 23,787 23,745

Maintenance

Subways Operation Support /Admin 179 188 81 79 77 76

Subways Engineering 365 398 386 350 327 324

Subways Car Equipment 5,274 5,165 4,981 5,171 5,054 5,024

Subways Infrastructure 1,759 1,842 1,963 1,867 1,790 1,787

Subways Elevator & Escalators 397 482 464 461 486 486

Subways Stations 3,423 3,454 3,389 3,397 3,401 3,401

Subways Track 3,001 3,348 3,155 3,039 3,021 3,021

Subways Power 633 723 711 679 650 650

Subways Signals 1,586 1,652 1,650 1,591 1,578 1,578

Subways Electronics Maintenance 1,590 1,715 1,754 1,638 1,611 1,610

Subtotal - Subways 18,207 18,967 18,534 18,272 17,995 17,957

Buses 3,660 3,656 3,649 3,575 3,610 3,605

Supply Logistics 571 597 567 569 569 569

System Safety 95 97 95 95 94 93

Non-Departmental (1) (104) (91) (67) (67) (67)

Total Maintenance 22,532 23,213 22,754 22,444 22,201 22,157

Engineering/Capital

Capital Program Management 1,420 1,438 1,468 1,450 1,361 1,342

Total Engineering/Capital 1,420 1,438 1,468 1,450 1,361 1,342

Public Safety

Security 646 644 687 634 618 618

Total Public Safety 646 644 687 634 618 618

Total Baseline Positions 49,951 50,757 51,046 49,771 49,369 49,256

Non-Reimbursable 45,141 45,175 44,525 44,570 44,524 44,513

Reimbursable 4,810 5,582 6,521 5,201 4,845 4,743

Total Full-Time 49,715 50,561 50,814 49,539 49,137 49,024

Total Full-Time Equivalents 236 196 232 232 232 232

*2017 Actuals are not restated to reflect reorganization changes.

**Formerly Corporate Communications.

MTA New York City Transit

November Financial Plan 2019 - 2022

Total Positions by Function and Department

Non-Reimbursable/Reimbursable and Full-Time/Full-Time Equivalents



Total Positions by Function and Occupational GroupNon-Reimbursable and Reimbursable

Total_Headcount_Reporting

Actual November Forecast

Final Proposed

Budget 2017 2018 2019 2020 2021 2022

FUNCTION / OCCUPATIONAL GROUP

AdministrationManagers/Supervisors 439 521 542 536 526 523 Professional/Technical/Clerical 950 834 854 847 840 835 Operational Hourlies 24 36 36 36 36 36

Total Administration Headcount 1,413 1,391 1,432 1,419 1,402 1,394

OperationsManagers/Supervisors 2,804 2,850 2,890 2,796 2,788 2,784 Professional/Technical/Clerical 499 588 591 586 584 584 Operational Hourlies 20,637 20,633 21,224 20,442 20,415 20,377

Total Operations Headcount 23,940 24,071 24,705 23,824 23,787 23,745

MaintenanceManagers/Supervisors 4,052 4,168 4,037 3,943 3,900 3,892 Professional/Technical/Clerical 1,077 1,150 1,099 1,015 964 959 Operational Hourlies 17,403 17,895 17,618 17,486 17,337 17,306

Total Maintenance Headcount 22,532 23,213 22,754 22,444 22,201 22,157

Engineering / CapitalManagers/Supervisors 346 360 379 365 331 317 Professional/Technical/Clerical 1,072 1,076 1,087 1,083 1,028 1,023 Operational Hourlies 2 2 2 2 2 2

Total Engineering Headcount 1,420 1,438 1,468 1,450 1,361 1,342

Public SafetyManagers/Supervisors 271 264 292 249 248 248 Professional/Technical/Clerical 38 44 41 41 41 41 Operational Hourlies 337 336 354 344 329 329

Total Public Safety Headcount 646 644 687 634 618 618

Total PositionsManagers/Supervisors 7,912 8,163 8,140 7,889 7,793 7,764 Professional/Technical/ Clerical 3,636 3,692 3,672 3,572 3,457 3,442 Operational Hourlies 38,403 38,902 39,234 38,310 38,119 38,050

Total Positions 49,951 50,757 51,046 49,771 49,369 49,256



Staff Summary

Page 2 of 2

Operational New Need Initiatives (continued) Upgrade public address systems. Review of rules/books/video. Retrofit all four diesel locomotives with auxiliary power unit.

A Budget Reduction Initiative included in this financial plan represents a reduction of one Enterprise Asset Management (EAM) position with average annual savings of approximately $.160 million. 2018 November Forecast-Baseline Total operating revenues are projected at $9.4 million, including farebox revenues of $7.0 million. Total operating expenses are projected to be $61.3 million, consisting of labor costs of $48.5 million and non-labor expenses of $12.9 million. Non-cash depreciation expense is projected at $12.0 million, other post-employment benefit expenses are projected at $7.5 million and GASB 68 pension expenses are projected at $0.6 million. After including favorable cash adjustments of $17.1 million, the projected net cash deficit is $54.9 million. Projected reimbursable expenses of $2.1 million are fully offset by capital reimbursements. Total end-of-year positions are projected at 356, including 328 non-reimbursable positions and 28 reimbursable positions.

2019 Final Proposed Budget-Baseline Total operating revenues are projected at $9.5 million, including farebox revenues of $7.0 million. Total operating expenses are projected to be $65.2 million, consisting of labor costs of $49.2 million and non-labor expenses of $16.0 million. Non-cash depreciation expense is projected at $12.0 million, other post-employment benefit expenses are projected at $7.5 million, and GASB 68 pension expenses are projected at $0.5 million. After including favorable cash adjustments of $20.0 million, the projected net cash deficit is $55.7 million. Projected reimbursable expenses of $4.6 million are fully offset by capital reimbursements. Total end-of-year positions are projected at 336, including 308 non-reimbursable positions and 28 reimbursable positions.

Impact on Funding The 2018 November Forecast, the 2019 Final Proposed Budget and the Four-Year Financial Plan for 2019-2022, which are presented in the attached tables, are consistent with the proposed MTA Financial Plan.

Recommendation

It is recommended that the MTA Board adopt the 2018 November Forecast, the 2019 Final Proposed Budget and the Four-Year Financial Plan for 2019-2022 for MTA Staten Island Railway.


MTA STATEN ISLAND RAILWAYNovember Financial Plan 2019 - 2022



Final Proposed

Budget2017 2018 2019 2020 2021 2022

Non-Reimbursable

Operating RevenueFarebox Revenue $6.893 $6.964 $7.041 $7.083 $7.060 $7.059 Other Operating Revenue 2.540 2.447 2.468 2.468 2.469 2.469 Capital and Other Reimbursements 0.000 0.000 0.000 0.000 0.000 0.000

Total Revenues $9.433 $9.411 $9.509 $9.551 $9.529 $9.528


Payroll $22.396 $24.850 $25.221 $24.082 $24.553 $25.032 Overtime 3.881 2.121 2.709 2.087 1.956 1.962 Health and Welfare 4.267 6.550 6.869 6.761 7.099 7.456 OPEB Current Payments 2.582 2.589 2.585 2.692 2.824 2.964 Pension 6.132 7.215 7.316 6.812 6.413 5.715 Other Fringe Benefits 7.707 5.673 5.363 5.295 5.383 5.474 Reimbursable Overhead (1.376) (0.540) (0.861) (0.379) (0.386) (0.394)

Total Labor Expenses $45.588 $48.458 $49.202 $47.350 $47.842 $48.209





Total Expenses Before Depreciation and GASB Adjs. $70.519 $61.334 $65.198 $59.667 $59.086 $59.705

Depreciation $10.472 $12.000 $12.000 $12.000 $12.000 $12.000 OPEB Liability Adjustment 7.082 7.500 7.500 7.500 7.500 7.500 GASB 68 Pension Expense Adjustment 0.463 0.600 0.500 (0.100) (1.100) (1.100)Environmental Remediation 0.081 0.000 0.000 0.000 0.000 0.000

Total Expenses $88.616 $81.434 $85.198 $79.067 $77.486 $78.105

Net Surplus/(Deficit) ($79.183) ($72.023) ($75.689) ($69.516) ($67.957) ($68.577)





Final Proposed

Budget2017 2018 2019 2020 2021 2022

Reimbursable


Total Revenues $3.066 $2.118 $4.555 $4.576 $4.664 $4.754


Payroll $1.018 $0.520 $1.732 $2.300 $2.345 $2.391 Overtime 0.632 1.000 1.000 0.900 0.900 0.900 Health and Welfare 0.000 0.000 0.279 0.300 0.322 0.345 OPEB Current Payments 0.007 0.000 0.000 0.000 0.000 0.000 Pension 0.000 0.000 0.122 0.124 0.127 0.129 Other Fringe Benefits 0.000 0.058 0.561 0.573 0.584 0.595 Reimbursable Overhead 1.376 0.540 0.861 0.379 0.386 0.394






Total Expenses Before Deprecation $3.066 $2.118 $4.555 $4.576 $4.664 $4.754






Final Proposed

Budget2017 2018 2019 2020 2021 2022



Total Revenues $12.499 $11.529 $14.064 $14.127 $14.193 $14.282










Total Expenses $91.682 $83.552 $89.753 $83.643 $82.150 $82.859






Final Proposed

Budget2017 2018 2019 2020 2021 2022


ReceiptsFarebox Revenue $6.861 $6.964 $7.041 $7.083 $7.060 $7.059 Other Operating Revenue 3.254 2.447 2.468 2.468 2.469 2.469 Capital and Other Reimbursements 2.290 2.118 4.556 4.575 4.664 4.755

Total Receipts $12.405 $11.529 $14.065 $14.126 $14.193 $14.283

ExpendituresLabor:

Payroll $25.839 $25.370 $26.953 $26.382 $26.898 $27.423 Overtime 4.116 3.121 3.709 2.987 2.856 2.862 Health and Welfare 7.075 6.550 7.148 7.061 7.421 7.801 OPEB Current Payments 1.170 2.589 2.585 2.692 2.824 2.964 Pension 7.154 7.215 7.438 6.936 6.540 5.844 Other Fringe Benefits 4.583 5.731 5.924 5.868 5.967 6.069 Contribution to GASB Fund 0.000 0.000 0.000 0.000 0.000 0.000 Reimbursable Overhead 0.000 0.000 0.000 0.000 0.000 0.000







Net Cash Balance ($63.126) ($54.948) ($55.688) ($50.117) ($49.559) ($50.176)


MTA STATEN ISLAND RAILWAYNovember Financial Plan 2019 - 2022Cash Conversion (Cash Flow Adjustments)

($ in millions)


Final Proposed

Budget2017 2018 2019 2020 2021 2022


ReceiptsFarebox Revenue ($0.032) $0.000 $0.000 $0.000 $0.000 $0.000 Other Operating Revenue 0.714 0.000 0.000 0.000 0.000 0.000 Capital and Other Reimbursements (0.776) 0.000 0.001 (0.001) 0.000 0.001

Total Receipts ($0.094) $0.000 $0.001 ($0.001) $0.000 $0.001

ExpendituresLabor:

Payroll ($2.426) $0.000 $0.000 $0.000 $0.000 $0.000 Overtime 0.397 0.000 0.000 0.000 0.000 0.000 Health and Welfare (2.808) 0.000 0.000 0.000 0.000 0.000 OPEB Current Payments 1.419 0.000 0.000 0.000 0.000 0.000 Pension (1.022) 0.000 0.000 0.000 0.000 0.000 Other Fringe Benefits 3.124 0.000 0.000 0.000 0.000 0.000 Contribution to GASB Fund 0.000 0.000 0.000 0.000 0.000 0.000 Reimbursable Overhead 0.000 0.000 0.000 0.000 0.000 0.000

Total Labor Expenditures ($1.316) $0.000 $0.000 $0.000 $0.000 $0.000

Non-Labor:Electric Power $0.052 $0.000 0.000 $0.000 $0.000 $0.000 Fuel 0.111 0.000 0.000 0.000 (0.001) 0.001 Insurance (0.439) 0.000 0.000 0.000 0.000 0.000 Claims 0.415 0.000 0.000 0.000 0.000 0.000 Paratransit Service Contracts 0.000 0.000 0.000 0.000 0.000 0.000 Maintenance and Other Operating Contracts 0.455 0.000 0.000 0.000 0.000 0.000 Professional Services Contracts 0.018 0.000 0.000 0.000 0.000 0.000 Materials and Supplies (1.455) (3.025) 0.000 0.000 0.000 0.000 Other Business Expenses 0.213 0.000 0.000 0.000 (0.001) (0.001)

Total Non-Labor Expenditures ($0.631) ($3.025) $0.000 $0.000 ($0.002) $0.000



Total Expenditures ($1.946) ($3.025) $0.000 $0.000 ($0.002) $0.000

Total Cash Conversion Adjustments before Depreciation ($2.040) ($3.025) $0.001 ($0.001) ($0.002) $0.001


Total Cash Conversion Adjustments $16.057 $17.075 $20.001 $19.399 $18.398 $18.401





Final Proposed

Budget2017 2018 2019 2020 2021 2022

RIDERSHIP

Fixed Route 4.604 4.582 4.625 4.649 4.636 4.635

Total Ridership 4.604 4.582 4.625 4.649 4.636 4.635

FAREBOX REVENUE

Fixed Route Farebox Revenue $6.893 $6.964 $7.041 $7.083 $7.060 $7.059

Farebox Revenue $6.893 $6.964 $7.041 $7.083 $7.060 $7.059


Administration Pos. 2018 Pos. 2019 Pos. 2020 Pos. 2021 Pos. 2022

Elimination of EAM Manager (July Plan 1 0.153 1 0.156 1 0.160 1 0.164 1 0.168

Subtotal Administration 1 0.153 1 0.156 1 $0.160 1 $0.164 1 $0.168


None - 0.000 - 0.000 - 0.000 - 0.000 - 0.000

Subtotal Customer Convenience/Amenities - 0.000 - 0.000 - 0.000 - 0.000 - 0.000

Maintenance

- 0.000 - 0.000 - 0.000 - 0.000 - 0.000

Subtotal Maintenance - 0.000 - 0.000 - 0.000 - 0.000 - 0.000

Revenue Enhancement

None - 0.000 - 0.000 - 0.000 - 0.000 - 0.000


Safety

None - 0.000 - 0.000 - 0.000 - 0.000 - 0.000

Subtotal Safety - 0.000 - 0.000 - 0.000 - 0.000 - 0.000

Security

None - 0.000 - 0.000 - 0.000 - 0.000 - 0.000

Subtotal Security - 0.000 - 0.000 - 0.000 - 0.000 - 0.000

Service

None - 0.000 - 0.000 - 0.000 - 0.000 - 0.000

Subtotal Service - 0.000 - 0.000 - 0.000 - 0.000 - 0.000

Service Support

None - 0.000 - 0.000 - 0.000 - 0.000 - 0.000

Subtotal Service Support - 0.000 - 0.000 - 0.000 - 0.000 - 0.000

Other

None - 0.000 - 0.000 - 0.000 - 0.000 - 0.000

Subtotal Other - 0.000 - 0.000 - 0.000 - 0.000 - 0.000


MTA Staten Island Railway


2018 Budget Reduction Proposals - Accrual Basis

($ in millions)



2017

Actual

2018

November

Forecast

2019 Final

Proposed

Budget 2020 2021 2022

Administration

Executive 10 13 13 13 13 13

General Office 15 9 9 9 9 9

Purchasing/Stores 4 6 6 6 6 6

Total Administration 29 28 28 28 28 28

Operations

Transportation 109 119 119 119 119 119

Maintenance

Mechanical 53 53 53 53 53 53

Electronic/Electrical 14 15 15 15 15 15

Power/Signals 25 29 29 29 29 29

Maintenance of Way 62 70 50 50 50 50

Infrastructure 30 26 26 26 26 26

Total Maintenance 184 193 173 173 173 173

Engineering/Capital

Capital Project Support 9 16 16 16 16 16

Public Safety

Police -

Baseline Total Positions 331 356 336 336 336 336

Non-Reimbursable 331 328 308 308 308 308

Reimbursable 28 28 28 28 28

Total Full-Time 331 356 336 336 336 336

Total Full-Time Equivalents



Total Positions by Function and Department

Non-Reimbursable/Reimbursable and Full-Time/Full Time Equivalents

FUNCTION/DEPARTMENT






Final Proposed

Budget 2017 2018 2019 2020 2021 2022



Total Administration Headcount 29 28 28 28 28 28

OperationsManagers/Supervisors 5 11 11 11 11 11 Professional/Technical/Clerical 4 3 3 3 3 3 Operational Hourlies 100 105 105 105 105 105

Total Operations Headcount 109 119 119 119 119 119

MaintenanceManagers/Supervisors 20 16 13 13 13 13 Professional/Technical/Clerical 5 6 6 6 6 6 Operational Hourlies 159 171 154 154 154 154

Total Maintenance Headcount 184 193 173 173 173 173

Engineering / CapitalManagers/Supervisors 3 3 3 3 3 3 Professional/Technical/Clerical 0 4 4 4 4 4 Operational Hourlies 6 9 9 9 9 9

Total Engineering Headcount 9 16 16 16 16 16



Total PositionsManagers/Supervisors 44 46 43 43 43 43 Professional/Technical/ Clerical 22 25 25 25 25 25 Operational Hourlies 265 285 268 268 268 268

Total Positions 331 356 336 336 336 336



Staff Summary

Platform Budget: – The annual Platform Budget service adjustment reflects no increase in service;

however, it include adjustments necessary to comply with the recently signed ATU Collective Bargaining Agreement.

Yonkers Building Maintenance: - Modification of Yonkers bus depot maintenance yard due to an easement from the City of Yonkers.

Storeroom Superintendents: - Three superintendents will provide the required management coverage across all shifts, ensure adequate weekend coverage and vacation/sick relief across seven operating depot storerooms, and overhaul and salvage storerooms. This is due to increased inventory resulting from additional fleet models, and increased inventory activity due to the need to maintain an aging fleet.

Budget Reduction Initiatives

The Plan provides overall savings of $120.7 million through 2022, comprised of annual savings of $17.6 million (2018), $19.7 million (2019), $29.3 million (2020), $34.1 million (2021), and $19.9 million (2022).

These savings are driven mainly by the budget reduction initiatives discussed below.

Express Bus Service: Ridership based weekday and weekend service adjustments.

OTPS: Savings based on a continued multi-year review of controllable non-labor expenses.

Shop Overhaul Program: Transition to a six-year bus overhaul schedule from the current four-year and eight-year programs.

Bus Operator Relief Reduction: TWU depots’ Bus Operator relief reduction of one percent.

Maintainer reductions: Reduction of 11 vacant maintenance positions.

Other Fringe Benefits: One-time savings due to lower than anticipated costs.

General Superintendent Safety Environmental Management (GSSEM): Reduction of two GSSEMs from select facilities.

2018 November Forecast – Baseline

Total operating revenues are projected at $239.9 million, including $219.3 million of farebox revenues. Total non-reimbursable expenses before depreciation and GASB adjustments are projected to be $812.9 million in 2018, consisting of labor costs of $574.2 million and non-labor expenses of $238.7 million. Non-cash depreciation expense is projected at $54.3 million, other post-employment benefit expenses are projected at $100.2 million, and GASB 68 pension expense adjustment is projected at $46.3 million. Projected reimbursable expenses of $6.0 million are fully offset by capital reimbursements. The projected net cash deficit is $547.0 million after cash flow adjustments.

Total end-of-year positions are projected at 3,981, consisting of 3,941 non-reimbursable positions and 40 reimbursable positions.


Staff Summary

2019 Final Proposed Budget - Baseline

Total operating revenues are budgeted at $242.1 million, including farebox revenues of $221.4 million. Total non-reimbursable expenses before depreciation and GASB adjustments are budgeted to be $818.2 million in 2019, consisting of labor costs of $575.7 million and non-labor expenses of $242.4 million. Non-cash depreciation expense is projected at $54.3 million, other post-employment benefit expenses are projected at $100.2 million, and GASB 68 pension expense adjustment is projected at $85.9 million. Projected reimbursable expenses of $5.9 million are fully offset by capital reimbursements. The projected net cash deficit is $519.1 million after cash flow adjustments.

Total 2019 end-of-year positions are projected at 3,915 consisting of 3,875 non-reimbursable positions and 40 reimbursable positions.

Impact on Funding The 2018 November Forecast, the 2019 Final Proposed Budget, and the Four-Year Financial Plan for 2019-2022, which are presented in the attached tables, are consistent with the proposed MTA financial plan.

Recommendation

It is recommended that the MTA Board adopt the 2018 November Forecast, the 2019 Final Proposed Budget, and the Four-Year Financial Plan for 2019-2022 for MTA Bus Company.


MTA BUS COMPANYNovember Financial Plan 2019 - 2022



Final Proposed

Budget2017 2018 2019 2020 2021 2022

Non-Reimbursable


Total Revenues $236.998 $239.853 $242.061 $242.778 $242.596 $243.561


Payroll $284.677 $286.747 $285.086 $283.706 $284.218 $302.771 Overtime 66.202 66.394 62.301 57.357 60.070 62.681 Health and Welfare 68.946 73.056 76.752 79.288 83.043 90.717 OPEB Current Payments 21.186 23.446 25.227 26.287 27.733 29.258 Pension 50.544 56.714 55.703 53.068 50.829 45.771 Other Fringe Benefits 63.833 68.825 71.667 70.458 71.018 73.852 Reimbursable Overhead (1.462) (1.002) (1.003) (1.004) (1.015) (1.046)







Depreciation $58.588 $54.341 $54.341 $54.341 $54.778 $56.163 OPEB Liability Adjustment 61.676 100.150 100.150 100.150 100.150 103.295 GASB 68 Pension Expense Adjustment 66.046 46.300 85.900 28.200 18.700 19.200 Environmental Remediation 0.222 0.000 0.000 0.000 0.000 0.000

Total Expenses $957.929 $1,013.662 $1,058.556 $963.674 $975.411 $1,014.063






Final Proposed

Budget2017 2018 2019 2020 2021 2022

Reimbursable


Total Revenues $4.383 $5.960 $5.925 $5.871 $5.966 $6.151








Total Expenses Before Deprecation $4.383 $5.960 $5.925 $5.871 $5.966 $6.151






Final Proposed

Budget2017 2018 2019 2020 2021 2022



Total Revenues $241.381 $245.813 $247.986 $248.649 $248.562 $249.712










Total Expenses $962.313 $1,019.622 $1,064.481 $969.545 $981.377 $1,020.214






Final Proposed

Budget2017 2018 2019 2020 2021 2022


ReceiptsFarebox Revenue $215.980 $219.317 $221.404 $221.981 $221.085 $221.195 Other Operating Revenue 20.362 20.536 20.657 20.797 21.511 22.366 Capital and Other Reimbursements 4.576 8.042 11.308 11.247 11.328 11.721

Total Receipts $240.918 $247.895 $253.369 $254.025 $253.924 $255.282

ExpendituresLabor:

Payroll $272.085 $292.316 $289.051 $287.674 $286.207 $304.820 Overtime 66.214 66.394 62.301 57.357 60.070 62.681 Health and Welfare 72.848 73.749 77.966 80.603 84.466 92.184 OPEB Current Payments 22.256 23.446 25.227 26.287 27.733 29.258 Pension 51.022 56.540 55.529 52.894 50.653 45.590 Other Fringe Benefits 51.657 53.648 56.490 55.281 55.839 58.668 Contribution to GASB Fund 0.000 0.000 0.000 0.000 0.000 0.000 Reimbursable Overhead 0.000 0.000 0.000 0.000 0.000 0.000







Net Cash Balance ($458.768) ($546.958) ($519.106) ($480.526) ($501.608) ($533.083)


MTA BUS COMPANYNovember Financial Plan 2019 - 2022Cash Conversion (Cash Flow Adjustments)

($ in millions)


Final Proposed

Budget2017 2018 2019 2020 2021 2022


ReceiptsFarebox Revenue ($1.184) $0.000 $0.000 $0.000 $0.000 $0.000 Other Operating Revenue 0.528 0.000 0.000 0.000 0.000 0.000 Capital and Other Reimbursements 0.193 2.082 5.383 5.376 5.362 5.570

Total Receipts ($0.463) $2.082 $5.383 $5.376 $5.362 $5.570

ExpendituresLabor:

Payroll $15.243 ($2.838) ($1.379) ($1.538) $0.406 $0.419 Overtime (0.012) 0.000 0.000 0.000 0.000 0.000 Health and Welfare (3.753) 0.428 0.000 (0.001) 0.000 (0.001)OPEB Current Payments (1.070) 0.000 0.000 0.000 0.000 0.000 Pension (0.478) 0.174 0.174 0.174 0.176 0.181 Other Fringe Benefits 12.176 15.177 15.177 15.177 15.179 15.184 Contribution to GASB Fund 0.000 0.000 0.000 0.000 0.000 0.000 Reimbursable Overhead 0.000 0.000 0.000 0.000 0.000 0.000


Non-Labor:Electric Power $0.001 $0.000 0.000 $0.000 $0.000 $0.000 Fuel 0.291 0.000 1.423 1.423 (0.001) 0.000 Insurance 0.165 0.000 0.000 0.000 0.000 0.000 Claims 51.531 34.135 34.732 35.580 36.457 37.408 Paratransit Service Contracts 0.000 0.000 0.000 0.000 0.000 0.000 Maintenance and Other Operating Contracts (0.581) (12.500) 1.489 1.489 (0.001) 0.000 Professional Services Contracts 1.903 (10.000) 0.000 0.000 0.000 0.000 Materials and Supplies 0.041 (0.600) (0.001) 0.000 0.000 0.001 Other Business Expenses 0.637 0.001 0.000 0.000 0.000 0.000





Total Cash Conversion Adjustments before Depreciation $75.630 $26.059 $56.998 $57.680 $57.578 $58.762


Total Cash Conversion Adjustments $262.163 $226.850 $297.389 $240.371 $231.206 $237.419





Final Proposed

Budget2017 2018 2019 2020 2021 2022

RIDERSHIP

Fixed Route 122.214 120.917 120.739 121.014 120.564 120.618

Total Ridership 122.214 120.917 120.739 121.014 120.564 120.618

FAREBOX REVENUE

Fixed Route Farebox Revenue $217.164 $219.317 $221.404 $221.981 $221.085 $221.195

Farebox Revenue $217.164 $219.317 $221.404 $221.981 $221.085 $221.195


Administration Pos. 2018 Pos. 2019 Pos. 2020 Pos. 2021 Pos. 2022

Clerical Reduction (November Plan) - 0.000 7 0.538 7 0.549 7 0.561 7 0.572

Subtotal Administration - 0.000 7 0.538 7 $0.549 7 $0.561 7 $0.572


None - 0.000 - 0.000 - 0.000 - 0.000 - 0.000

Subtotal Customer Convenience/Amenities - 0.000 - 0.000 - 0.000 - 0.000 - 0.000

Maintenance

CNG Rebate (November Plan) - 0.975 - 0.000 - 0.000 - 0.000 - 0.000

Shop Overhaul Program (November Plan) 1 (0.001) 34 5.574 25 4.062 52 8.641 (25) (5.803)

Maintainer Reduction (July Plan) - 0.000 11 1.145 11 1.168 11 1.193 11 1.216

Facility OT Reduction (July Plan) - 0.081 - 0.082 - 0.084 - 0.086 - 0.088

Fuel Efficiencies (July Plan) - 0.226 - 0.226 - 0.221 - 0.212 - 0.218

Subtotal Maintenance 1 1.281 45 7.027 36 5.535 63 10.132 (14) (4.281)

Revenue Enhancement

None - 0.000 - 0.000 - 0.000 - 0.000 - 0.000


Safety

None - 0.000 - 0.000 - 0.000 - 0.000 - 0.000

Subtotal Safety - 0.000 - 0.000 - 0.000 - 0.000 - 0.000

Security

None - 0.000 - 0.000 - 0.000 - 0.000 - 0.000

Subtotal Security - 0.000 - 0.000 - 0.000 - 0.000 - 0.000

Service

Express Bus Service Adjustment (November Plan) - 0.000 41 10.001 81 21.008 81 21.044 81 21.078

Bus Operator Relief Reduction (July Plan) 13 0.453 13 1.380 13 1.408 13 1.436 13 1.464

FMLA Outsourcing (July Plan) - 0.000 - 0.035 - 0.070 - 0.180 - 0.256

Subtotal Service 13 0.453 54 11.416 94 22.486 94 22.660 94 22.798

Service Support

Superintendent Safety Environmental (GSSEM) (July Plan) - 0.000 2 0.355 2 0.363 2 0.370 2 0.378

Subtotal Service Support - 0.000 2 0.355 2 0.363 2 0.370 2 0.378

Other

OTPS Savings ( November Plan) - 6.263 - 0.000 - 0.000 - 0.000 - 0.000

Other Fringe Benefits (November Plan) - 2.000 - 0.000 - 0.000 - 0.000 - 0.000

OTPS Savings (July Plan) - 7.600 - 0.400 - 0.400 - 0.400 - 0.400

Subtotal Other - 15.863 - 0.400 - 0.400 - 0.400 - 0.400


MTA BUS COMPANY


2018 Budget Reduction Plan Summary($ in millions)



2018 2019

2017 November Final Proposed

FUNCTION/DEPARTMENT Actual Forecast Budget 2020 2021 2022

Administration

Office of the EVP 3 3 3 3 3 3

Human Resources 15 21 21 21 21 21

Office of Management and Budget 9 16 16 16 16 16

Materiel 15 17 17 17 17 17

Controller 20 19 19 19 19 19

Office of the President 5 5 5 5 5 5

System Safety Administration 1 5 5 5 5 5

Law 22 25 25 25 25 25

Corporate Communications - - - - - -

Strategic Office 17 30 31 31 31 31

Labor Relations 3 - - - - -

Non Departmental - 11 4 7 6 11

Total Administration 110 152 146 149 148 153

Operations

Buses 2,372 2,320 2,301 2,264 2,264 2,264

Office of the Executive Vice President, Regional 4 4 4 4 4 4

Safety & Training 40 57 57 57 57 57

Road Operations 125 123 123 123 123 123

Transportation Support 25 22 22 22 22 22

Operations Planning 33 33 34 34 34 34

Revenue Control 28 7 7 7 7 7

Total Operations 2,627 2,566 2,548 2,511 2,511 2,511

Maintenance

Buses 760 764 750 738 738 738

Maintenance Support/CMF 238 270 236 237 213 338

Facilities 71 77 80 83 81 81

Supply Logistics 99 100 103 103 103 103

Total Maintenance 1,168 1,211 1,169 1,161 1,135 1,260

Engineering/Capital

Capital Program Management 27 37 37 37 37 37

Public Safety

Office of the Senior Vice President 20 15 15 15 15 15

Total Positions 3,952 3,981 3,915 3,873 3,846 3,976

Non-Reimbursable 3,914 3,941 3,875 3,833 3,806 3,936

Reimbursable 38 40 40 40 40 40

Total Full-Time 3,941 3,963 3,897 3,855 3,828 3,958

Total Full-Time Equivalents 11 18 18 18 18 18

MTA BUS COMPANY


Total Positions by Function & Department

Non-Reimbursable/Reimbursable and Full-Time/Full-Time Equivalents






Final Proposed

Budget 2017 2018 2019 2020 2021 2022



Total Administration Headcount 110 152 146 149 148 153

OperationsManagers/Supervisors 309 307 306 306 306 306 Professional/Technical/Clerical 53 51 44 44 44 44 Operational Hourlies 2,265 2,208 2,198 2,161 2,161 2,161

Total Operations Headcount 2,627 2,566 2,548 2,511 2,511 2,511

MaintenanceManagers/Supervisors 231 245 249 249 248 248 Professional/Technical/Clerical 35 33 33 33 31 31 Operational Hourlies 902 933 887 879 856 981

Total Maintenance Headcount 1,168 1,211 1,169 1,161 1,135 1,260

Engineering / CapitalManagers/Supervisors 14 21 21 21 21 21 Professional/Technical/Clerical 13 16 16 16 16 16 Operational Hourlies 0 0 0 0 0 0

Total Engineering Headcount 27 37 37 37 37 37



Total PositionsManagers/Supervisors 619 648 651 651 650 650 Professional/Technical/ Clerical 166 183 177 177 175 175 Operational Hourlies 3,167 3,150 3,087 3,045 3,021 3,151

Total Positions 3,952 3,981 3,915 3,873 3,846 3,976


Service Changes: Bus Schedule Changes Effective Spring 2019 Judy McClain, Acting Chief, Operations Planning

Service Issue

To ensure that bus schedules accurately match current rider demand and operating conditions as well as to ensure the NYCT has resources available where needed, schedules are regularly reviewed, evaluated and revised in order to provide passengers with the most efficient and effective service possible. NYCT routinely changes service to reflect changes in demand in compliance with MTA Board-adopted bus loading guidelines. These changes also address the need for running time adjustments to more accurately reflect observed traffic conditions. Traffic speeds, including bus speeds, have slowed in recent years and scheduled bus service must reflect the changing conditions.

Under the NYCT bus schedule review program, all NYCT bus routes are evaluated each year. Bus routes which have shown a change in ridership or running time are selected for review. Where feasible, these routes are modified to reflect changes in operating conditions and ridership demand in compliance with MTA Board-adopted loading guidelines. In addition, schedules on routes where destinations have changed, vehicle type has changed, or route paths have been significantly modified, are reviewed as soon as practicable after the service change to determine if follow up adjustments are required. Recommendation Forty-eight bus schedule changes (on forty-one routes) are proposed for implementation in Spring 2019.

Budget Impact A net savings of $2.5 million is expected with the implementation of the Spring 2019 schedule changes. This is largely due to the conversion of the Bx36 to articulated bus service which in itself saved $3.1 million dollars. Although frequency will decrease, revenue seat miles on the route will increase weekday, Saturday, and Sunday due to the increased vehicle capacity. This conversion will save nine 40-foot compressed natural gas (CNG) buses that cannot be reinvested. These buses are being removed from revenue service because their fuel tanks expire in spring 2019. Additional buses needed to improve routes operating above guidelines during peak hours were estimated from routes operating below guideline and reinvested accordingly. These guideline adjustments saved $2.1 million. Although guideline changes saved a total net of $5.2 million, $2.7 million was reinvested to meet running time deficiencies to improve route reliability. Proposed Implementation Date Spring 2019




Weekday

Rev Miles

Route Current Proposed Current Proposed Current Proposed Current Proposed Current Proposed Current Proposed Current Proposed Current Proposed Change

B16 6 5 121% 93% 20 20 75% 75% 15 12 94% 71% 30 30 94% 94% +6.2%

B44 4 6 42% 63% 10 10 70% 70% 9 9 76% 76% 9 10 55% 64% -6.3%

B44SBS 4 5 66% 78% 9 10 58% 68% 7 7 85% 85% 8 9 71% 81% -10.7%

B67 12 10 106% 82% 30 30 78% 78% 15 12 93% 70% 20 20 51% 51% +12.6%

B69 15 12 124% 93% 30 30 81% 81% 20 12 143% 64% 30 20 47% 31% +14.3%

B83 6 6 93% 93% 12 15 71% 94% 8 10 62% 83% 9 10 50% 59% -17.3%

Bx3 6 5.5 96% 87% 6.5 6.5 85% 85% 5.5 6 72% 80% 7.5 7.5 86% 86% +0.7%

Bx17 5 5.5 85% 93% 10 10 86% 86% 7.5 8.5 80% 91% 12 15 74% 93% -3.0%

Bx18 15 15 61% 61% 30 30 46% 46% 15 15 96% 96% 20 15 109% 82% +2.2%

Bx21 6 6 98% 98% 8.5 10 84% 98% 7.5 7.5 91% 91% 12 12 87% 87% -2.2%

Bx31 6 6.5 74% 83% 10 12 61% 73% 8.5 10 66% 79% 12 15 57% 72% -4.6%

Bx35 3.5 4 83% 94% 8 7 100% 83% 5.5 6 86% 95% 9 10 82% 95% -1.8%

Bx36* 2 3 49% 72% 8 10 71% 95% 4 5 53% 62% 6 10 46% 77% +28.3%

Bx39 6 6 81% 81% 10 12 66% 79% 10 10 87% 87% 15 12 133% 69% -3.6%

M10** 10 10 71% 71% 15 15 73% 73% 10 10 76% 76% 15 15 81% 81% -11.1%

M12 30 30 40% 40% 30 30 25% 25% 30 30 44% 44% 30 30 7% 7% -3.2%

M31 6 6.5 64% 71% 12 12 67% 67% 8.5 8.5 69% 69% 10 12 43% 52% -7.0%

M57** 10 10 64% 64% 15 15 79% 79% 10 10 78% 78% 12 12 53% 53% +1.6%

M72 10 12 53% 69% 12 12 71% 71% 10 10 73% 73% 20 20 54% 54% -7.2%

M116** 5 5 88% 88% 10 10 89% 89% 8 8 85% 89% 15 15 79% 79% +1.7%

Q20 8 7 95% 84% 10 10 79% 79% 9 9 90% 90% 10 10 86% 86% +1.7%

Q26** 9 9 83% 83% 10 10 76% 76% 30 30 108% 54% +3.1%

Q27 4 4 84% 84% 6 5 110% 93% 4 4 66% 75% 7 7 79% 79% +1.1%

Q27 Ltd 6 6 84% 84% 6 6 76% 76% 8 9 73% 86% -1.3%

S42** 15 15 65% 65% 15 15 83% 83% 30 30 86% 86% +1.9%

No Service No Service



Attachment 1

Spring 2019 - Page 1 of 2

Percent of Guideline

Capacity

Schedule Headway in

Minutes


Capacity

Schedule Headway in

Minutes


Capacity

Schedule Headway in

Minutes


Capacity

Schedule Headway in

Minutes

AM Peak Midday PM Peak Evening

The table below shows the headways and percent of guideline capacity at the maximum load point for four selected one hour time periods during the service day. It does not necessarily reflect all changes in the schedules, some of which take place during time periods not shown in the table.

Local bus guidelines call for standees during peak periods and up to a seated load during non-peak periods and on weekends. Express bus guidelines call for up to a seated load at all times. Weekday AM and PM peak headways and percent of guideline capacity based on peak hour. Midday, evening, and weekend headways and percent of guideline capacity based on a representative hour during the time periods described in the headings.Routes with running time changes only - B20, Q54, Bx26, Q76, Q44SBS, S52, X68(*) Bx36 - Articulated Bus Conversion, "Current" represents Standard Bus service, "Proposed" represents Articulated Bus service and Rev Mile Change represented in Revenue Seat Miles.(**) Trip adjustment may occur during time periods not shown above

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Saturday

Rev Miles


B63 15 15 88% 88% 9 9 94% 94% 12 8 141% 85% 20 15 131% 99% +10.6%

Bx36* 7 9 76% 98% 7 9 66% 85% 7 9 62% 80% 9 10 53% 62% +27.9%

Q20** 12 12 82% 82% 10 10 80% 80% 12 12 88% 88% 12 12 63% 63% +1.1%

Q27** 5 5 106% 91% 5 5 83% 83% 6 6 95% 95% 7 7 85% 85% +1.2%

S52 30 30 74% 74% 30 30 65% 65% 20 15 68% 51% 30 30 79% 79% +12.8%

S78** 20 20 85% 85% 15 15 59% 59% 15 15 67% 67% 30 30 67% 67% +1.6%

Sunday

Rev Miles


Bx36* 9 10 55% 64% 8 10 52% 69% 7 10 50% 75% 10 12 49% 59% +26.8%

Q20** 15 15 79% 79% 12 12 77% 77% 12 12 79% 79% 15 15 53% 53% +0.6%

Q27 8 7 114% 93% 8 8 95% 95% 8 8 91% 91% 9 9 94% 94% +7.2%

S53** 10 10 94% 94% 10 10 87% 87% 12 12 97% 97% 12 12 93% 93% +1.6%

Attachment 1

Spring 2019 - Page 2 of 2

Morning Midday Afternoon Evening


Capacity

Schedule Headway in

Minutes


Capacity

Morning Midday Afternoon Evening

Schedule Headway in

Minutes


Capacity

Schedule Headway in

Minutes


Capacity

Schedule Headway in

Minutes


Capacity

Schedule Headway in

Minutes


Capacity

Schedule Headway in

Minutes


Capacity

Schedule Headway in

Minutes


Capacity

Schedule Headway in

Minutes

Local bus guidelines call for standees during peak periods and up to a seated load during non-peak periods and on weekends. Express bus guidelines call for up to a seated load at all times. Weekday AM and PM peak headways and percent of guideline capacity based on peak hour. Midday, evening, and weekend headways and percent of guideline capacity based on a representative hour during the time periods described in the headings.Routes with running time changes only - B1, B7(*) Bx36 - Articulated Bus Conversion, "Current" represents Standard Bus service, "Proposed" represents Articulated Bus service and Rev Mile Change represented in Revenue Seat Miles.(**) Trip adjustment may occur during time periods not shown above

Local bus guidelines call for standees during peak periods and up to a seated load during non-peak periods and on weekends. Express bus guidelines call for up to a seated load at all times. Weekday AM and PM peak headways and percent of guideline capacity based on peak hour. Midday, evening, and weekend headways and percent of guideline capacity based on a representative hour during the time periods described in the headings.Routes with running time changes only - B48, B65, S51,S74(*) Bx36 - Articulated Bus Conversion, "Current" represents Standard Bus service, "Proposed" represents Articulated Bus service and Rev Mile Change represented in Revenue Seat Miles.(**) Trip adjustment may occur during time periods not shown above

The table below shows the headways and percent of guideline capacity at the maximum load point for four selected one hour time periods during the service day. It does not necessarily reflect all changes in the schedules, some of which take place during time periods not shown in the table.

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Service Changes: Alternative Service Plan Bus Routes for L Tunnel Reconstruction Project Judy McClain, Acting Chief, Operations Planning Service Issue To gain Presidential approval to implement Alternative Service Plan bus routes during the L Tunnel Reconstruction Project. Recommendation Implement the M14 SBS, L1 SBS, L2 SBS, L3 SBS, L4 SBS and L5 bus routes as part of the Alternative Service Plan for the L Tunnel Reconstruction Project. Budget Impact The estimated cost of this package of bus services is $67.5 million for the fifteen-month duration of the project. This cost is reimbursable. Proposed Implementation Date April 21, 2019 – Summer 2020



Staff Summary

Based on the feedback from community stakeholders, the following changes were made:

• A new L4 bus route between North 5th Street/Bedford Avenue and the vicinity of 1st Avenue/East 14th Street was added.

• A new L5 Limited bus route between Canarsie and Crown Heights was added. • A new bus stop on the L1 and L2 on Grand Street at Union Street in Brooklyn was added. • The Manhattan terminal of the L1 and L4 routes was relocated Second Avenue between 17th and 15th Streets

and the route will operate via 17th Street instead of 15th Street. These bus routes will operate as Select Bus Service routes with the off-board fare payment system. The L5 Limited route will not be SBS and fare payment will be on-board the buses. The bus routes will be implemented six days prior to the closure of the L tunnel to allow customers to explore their travel options as well as to identify operational issues that may warrant immediate attention. Other bus changes include the following:

• Trips will be added during peak hours to the B6, B24, B48, B57, B60, B62, and B103 as needed to provide additional capacity for connections to alternate subway stations

• The frequencies of the B32 will increase from every 30 minutes to every 15 minutes. • The B39 will be temporarily discontinued for duration of the project. Customers may use the L3 and L4 bus

routes as an alternate. • Various relocations or suspensions of local bus stops including on the M14A and M14D on 14th Street, the

Q54 and Q59 on Grand Street. • As part of the M14 SBS routes, a temporary bus terminal will be constructed at Stuyvesant Cove (Avenue C

and 20th Street) to facilitate connection between the ferry service and M14 SBS. • Temporary overnight bus storage facilities in Manhattan and in Brooklyn are being secured.

To ensure that these bus routes can operate without heavy traffic delays, NYCT has worked in close partnership with the New York City Department of Transportation, which will provide extensive and wide-ranging street treatments including restricted access to Grand Street in Brooklyn, priority bus access onto and off of the Williamsburg Bridge, HOV 3+ restrictions on the Williamsburg Bridge, bus lanes on Delancey, Kenmare and Allen Streets, and a Busway on 14th Street. Service Plan L1 SBS: Grand Street L Station - 1st Avenue/ East 14th Street (See attachment 1) The L1 SBS is an interborough bus route that will provide alternative service for L train customers who live in eastern Williamsburg and want access to 14th Street in Manhattan. The L1 SBS will operate as a bi-directional service between Grand Street / Bushwick Avenue in Brooklyn and 1st Avenue / East 14th Street in Manhattan, making stops on Grand Street at Union Avenue, Delancey Street at Essex Street, and 1st Avenue at 13th Street. A stop on 2nd Avenue at 15th Street will provide service for Brooklyn-bound customers. Customers who want to access the subway network can transfer to the FJMZ trains at the Delancey/Essex Streets station. The L1 SBS will operate weekdays between the hours of 6 a.m. - 11:00 p.m. during the L Tunnel Reconstruction Project. The route will include SBS features including off-board fare collection. L2 SBS: Grand Street L Station - SOHO/ Little Italy (See attachment 2) The L2 is an interborough bus route that will provide alternative service for L train customers who live in eastern Williamsburg and want to access to Manhattan. The L2 SBS will operate as a bi-directional service between Grand Street & Bushwick Avenue in Brooklyn and Lafayette Street & Jersey Street in Manhattan, making stops on Grand Street at Union Avenue, Delancey Street at Essex Street, Lafayette Street at Spring Street, Lafayette Street at Jersey


Staff Summary

Street, and Houston Street at Lafayette Street. Customers who want to access the subway network can transfer to the FJMZ trains at the Delancey Essex Station, the 6 train at the Spring Street station, the R W trains at the Prince Street Station, the BDFM trains at the Broadway-Lafayette Station, or the 6 train at the Bleecker Street station. The L2 SBS will operate 24 hours a day, 7 days a week during the L Tunnel Reconstruction project. The route will include SBS features including off-board fare collection. L3 SBS: North 5th Street/ Bedford Avenue - SOHO/ Little Italy (See attachment 3) The L3 SBS is an interborough bus route that will provide alternative service for L train customers who live in north Williamsburg and want access to Manhattan. The L3 SBS will operate as a bi-directional service between North 5th Street / Bedford Avenue in Brooklyn and Lafayette Street / Jersey Street in Manhattan, making stops on North 5th Street at Bedford Avenue, Roebling Street at South 4th Street, Delancey Street at Essex Street, Lafayette Street at Spring Street, Lafayette Street at Jersey Street, Houston Street at Lafayette Street, and Berry Street at South 5th Street. Customers who want to access the subway network can transfer to the FJMZ trains at the Delancey Essex Station, the 6 train at the Spring Street station, the BDFM at the Broadway-Lafayette Station, or the 6 train at the Bleecker Street station. The L3 SBS will operate weekdays only between the hours of 6:00 a.m. to 11:00 p.m. during the L Tunnel Reconstruction project. L4 SBS: North 5th Street/ Bedford Avenue - 1st Avenue/ East 14th Street (See attachment 4) The L4 SBS is an interborough bus route that will provide alternative service for L train customers who live in north Williamsburg and want access to 14th Street in Manhattan. The L4 SBS will operate as a bi-directional service between North 5th Street / Bedford Avenue in Brooklyn and 1st Avenue / 14th Street in Manhattan, making stops on North 5th Street and Bedford Avenue, Roebling Street and South 4th Street, Delancey Street and Essex Street, and 1st Avenue & 13th Street. A stop on 2nd Avenue at 15th Street will provide service for Brooklyn-bound customers. Customers who want to access the subway network can transfer to the FJMZ trains at the Delancey/Essex Streets station. The L4 SBS will operate 24 hours a day, 7 days a week for the duration of the L Tunnel Reconstruction project. (During the overnight hours, the L4 SBS will operate between North Williamsburg and 14th Street 10th Avenue in Manhattan, becoming the L14 SBS, please see below for more information regarding that route.)

L5 Limited: Canarsie - Crown Heights (See attachment 5) The L5 Limited is an intra-borough bus route that will provide alternative service for L train customers who live in the Canarsie neighborhood of Brooklyn. The L5 will operate as a bi-directional, peak period only, super limited service between Canarsie and Crown Heights providing a connection to the 34 trains at the Crown Heights-Utica Avenue station. The L5 will make stops on Rockaway Parkway at Shore Parkway Service Road North, Skidmore Avenue, Seaview Avenue, Avenue M, Avenue K, and Flatlands Avenue, on Remsen Avenue at Flatlands Avenue, and on Utica Avenue at Eastern Parkway. The L5 will operate weekdays only during the peak hours of 6:00 a.m. to 9:00 a.m. and from 3:00 p.m. to 7:00 p.m.

M14 SBS: Stuyvesant Cove (Avenue C and 20th Street) - 10th Avenue (See attachment 6) The M14 SBS is an intra-borough route that will provide service for L train customers who want to travel on 14th Street. The M14 SBS will operate as a bi-directional service between Avenue C & East 20th Street (location of the Stuyvesant Cover Ferry Terminal) and 14th Street and 10th Avenue in Manhattan. The M14 SBS will connect to the cross-river ferry and will make stops at 1st Avenue, Union Square, 6th Avenue, 8th Avenue, and 10th Avenue. The M14 SBS will operate weekdays between the hours of 6:00 a.m. to 12:00 a.m., and weekends between the hours of 6:00 a.m. to 2:00 a.m. to match the weekend ferry service. The M14 A/D will continue to operate unchanged, except for some bus stop moves where necessary, and customers using this service will benefit from all street treatments that will be in place along 14th Street during the shutdown.



Staff Summary

Attachment 1:


Staff Summary

Attachment 2:


Staff Summary

Attachment 3:


Staff Summary

Attachment 4:


Staff Summary

Attachment 5:


Staff Summary

Attachment 6:


Staff Summary

Attachment 7:


Sta

ff Su

mm

ary

Attachm

ent 8:

Route Destination AM Peak Midday PM Peak Evening Nights AM Peak Midday PM Peak Evening Nights AM Peak Midday PM Peak Evening Nights

L1 SBSGrand St. -

14th St/1st Av 2.5 8.5 3.5 5 - - - - - - - - - - -

L2 SBS Grand St -

SOHO/Little Italy 2.5 8.5 3.5 5 10 10 6.5 6 8.5 10 10 9 9 10 10

L3 SBS Bedford Av/N. 5th St -

SOHO/Little Italy 2.5 10 2.5 4.5 - 20 5 4.5 6 - 20 4 8 20 -

L4 SBSBedford Av/N. 5th St -

14th St/1st Av 6 10 5.5 7.5 See L14 10 10 8.5 8.5 See L14 10 8 8 10 See L14

L5 LTDCanarsie - Crown Hts 20 - 20 - - - - - - - - - - - -

M14 SBSFerry Terminal -

10th Av 2.5 3 2 3.5 See L14 8.5 3.5 3 5 See L14 8.5 3.5 3 7.5 See L14

L14 SBSGrand St. -

10th Av - - - - 10 - - - - 10 - - - - 10

Weekday Saturday Sunday

Proposed Frequencies of Service (in minutes)


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Standard Follow-Up Reports: December 2018 MetroCard Report This report was created to document monthly trends of Automated Fare Collection (AFC) payments from various sources offering internal or external MetroCard sales. Sales data shown is from the month ending two months prior to the report. Payment mechanisms are reported for revenue received from debit/credit, electronic settlements and cash transactions from automated sales. Alan F. Putre New Fare Payment Program Executive Director (MTA) and VP & Chief Revenue Officer (NYCT)


MetroCard Market Share Actual October 2018 fare media market share of non-student passenger trips compared to the previous year are summarized below: Fare Media October 2017 October 2018* Difference Cash 2.0% 1.9% (0.1%) Single-Ride Ticket 0.8% 0.8% 0.0% Bonus Pay-Per-Ride 39.8% 40.4% 0.7% Non-Bonus Pay-Per-Ride 4.5% 4.5% (0.0%) 7-Day Farecard 22.5% 22.0% (0.5%) 30-Day Farecard 30.4% 30.5% 0.1% Total 100.0% 100.0% * Preliminary Note: Percentages may not add due to rounding. Balance-Protection Program MetroCard customers who purchase a 30-day Unlimited MetroCard or a 7-day Unlimited Express Bus Plus MetroCard using a debit or credit card at either a MetroCard Vending Machine or MetroCard Express Machine are protected from the loss or theft of their farecard. This program provides customers with a refund, on a pro-rated basis, for the unused value on their farecard. The number of validated balance-protection claims in October 2018 was 4,616, a 7.67 percent increase from the same period last year. The average value of a credit issued was $73.67.


MetroCard Extended Sales Out-of-system sales (retail, employer-based programs and joint ticket programs, plus other extended sales outlets) were $50.9 million in October 2018, a 6.8 percent decrease compared to October of 2017. Year to date sales totaled $512.4 million, a 3.7 percent decrease compared to the same period last year.

Retail Sales There were 4,139 active out-of-system sales and distribution locations for MetroCards, generating $23.1 million in sales revenue during October 2018. Employer-based Sales of Pre-tax Transportation Benefits Sales of 114,540 MetroCards valued at approximately $10.7 million were made in October 2018 to private, employer-based providers of pre-tax transportation benefits through agreements with MetroCard Extended Sales. The average value of MetroCards sold was $93.37. In addition, the number of employees enrolled in the annual pre-tax MetroCard programs was 121,922 for October 2018, generating an additional $14.8 million in sales. Year-to-date sales of all pre-tax MetroCard products totaled $268.9 million, a 4 percent decrease when compared to last year. Mobile Sales Program In October 2018, the Mobile Sales unit completed 202 site visits, of which 123 were advertised locations. Fifty-four (54) of these visits were co-sponsored by an elected official or community organization. A total of $119,112 in revenue was generated. In October 2018, the Mobile Sales unit assisted and enabled 1,900 new applicants to become Reduced-Fare customers. Mobile Sales also continued outreach efforts in Westchester County and local events such as support at the St. Francis College Senior Health and Financial Fitness Expo (NY).


In-System Automated Sales Vending machine sales (MetroCard Vending Machines and MetroCard Express Machines) during October 2018 totaled $297.3 million, on a base of 15.4 million customer transactions. This represents 1.5 percent decrease in vending machine transactions compared to the same period last year. During October 2018, MEMs accounted for 2,465,332 transactions resulting in $66,198,727.55 in sales. Debit/credit card purchases accounted for 82.1 percent of total vending machine revenue, while cash purchases accounted for 17.9 percent. Debit/credit card transactions account for 61 percent of total vending machine transactions, while cash transactions account for 39 percent. The average credit sale was $29.56, more than three times the average cash sale of $8.86. The average debit sale was $20.64.


Reduced-Fare Program During October 2018, enrollment in the Reduced-Fare Program increased by 8,191 new customers. The total number of customers in the program is 1,174,888. Seniors account for 979,459 or 83 percent of the total Reduced-Fare customer base. Persons with disabilities comprise the remaining 17 percent or 195,429 customers. Of those, a total of 40,773 customers were enrolled in the program under the criterion of persons diagnosed with serious mental illness who receive Supplemental Security Income (SSI) benefits. Active Reduced-Fare customers added approximately $9.2 million in value to their farecards during the month. EasyPay Reduced Fare Program In October 2018, the EasyPay Reduced Fare program enrollment totaled 180,220 accounts. During the month, active EasyPay customers accounted for approximately 2.7 million subway and bus rides with $2.8 million charged to their accounts. Each active account averaged 30 trips per month, with an average monthly bill of $15. EasyPay Xpress Pay-Per-Ride Program In October 2018, enrollment in the EasyPay Xpress PPR program totaled 121,230 accounts. During that month, active Xpress PPR customers accounted for approximately 2.2 million subway, express bus and local bus rides with $5.9 million charged to their accounts. Each active account averaged 24 trips per month, with an average monthly bill of $63. EasyPay Xpress Unlimited Program In October 2018, enrollment in the EasyPay Xpress Unlimited program totaled 24,797 accounts. During that month, active Xpress Unlimited customers accounted for approximately 1.2 million subway and local bus rides with $2.6 million charged to their accounts. Each active account averaged 52 trips per month with a fixed monthly bill of $121.00.


Standard Follow-Up Report: Transit Recidivism Report, 3rd Quarter 2018

This quarterly report provides the Transit Committee with information on arrests of persons charged repeatedly with commission of crimes in the subway system. The Transit Recidivist Initiative was commenced to focus attention and law enforcement resources on recidivist subway crime in two primary areas in which it is concentrated: sex offenses and the index felony crimes of grand larceny and robbery. The following highlights information reported to New York City Transit by the NYPD Transit Bureau concerning arrests in the subway system, made during the 3rd Quarter of 2018, of persons who had arrest records for prior index felony crimes or sex offenses committed in the subway system. For further statistical information, see the Chart on the following page.

• Total transit recidivist arrests for 3rd Quarter 2018 totaled 71, twenty more than in 2nd Quarter 2018 (51). 3rd Quarter 2018 arrests were higher than the average number of recidivist arrests per quarter during 2017 (50) and the per quarter 2018 average to date (63).

• There were 26 sex offense recidivist arrests for the 3rd Quarter 2018, an increase over the number of such arrests for the prior period (21) and the 2018 quarterly average to date (23). 3rd Quarter forcible touch and public lewdness arrests accounted for nearly three-quarters of these recidivist arrests.

• Index felony recidivist arrests for the 3rd Quarter 2018 totaled 45. This was higher than in 2nd Quarter 2018 (which had 30 such arrests) and also greater than the quarterly average of such arrests year to date (40). Grand larceny and Robbery arrests accounted for more than three-quarters (36 out of 45) of the recidivist index felony arrests during the 3rd Quarter. Eight assault arrests and one menacing arrest were made in the 3rd Quarter, accounting for the remainder.

• We continue to work with NYPD Transit Bureau leadership toward the shared goal of effective arrest and prosecution of recidivist sex offenses and index felony crimes committed in our subways.

James Henly

Vice President and General Counsel

NYC Transit Law Department


MTA New York City Transit

Transit Recidivism Report

Statistical Summary: 3rd Quarter 2018 Update

3rd Quarter 2nd Quarter 2018 Quarterly Year to Date

2018 2018 Average 2018

Recidivist Arrests

Index Felony Recidivist Arrests 45 30 40 120

Sex Offense Recidivist Arrests 26 21 23 68

Total Recidivist Arrests 71 51 63 188

Distribution by

Offense

Index Felonies

Grand Larceny 21 15 20 59

Robbery 15 8 12 36

Assault 8 7 8 24

Other 1 0 0 1

Sex Offenses

Forcible Touch 9 9 9 28

Public Lewdness 10 6 8 24

Persistent Sex Abuse 4 4 6 10

Other 3 2 2 6

Distribution by

County

New York 42 26 34 101

Kings 14 7 15 45

Bronx 9 14 10 31

Queens 6 4 4 11

Source: NYPD Transit Bureau data reporting individuals arrested in Transit system for index felony crimes

or sex offense crimes. For Third Quarter 2018, data includes arrests where arrestee had a prior record of

arrest in the Transit system for two or more index felony or sex offense crimes.


New York City TransitNYCT

EEO Report – 3rd Quarter 2018

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Executive Summary

EEOAs of September 30, 2018, NYCT workforce included 52,054 total employees. Thisrepresents a 1.8% increase from the third quarter 2017 (3Q17)workforce.

Females represent 19% (9,636) of our workforce, an increase by 1% whencompared to 3Q17 due to increased outreach efforts.

Females were hired above their current representation due to successfulrecruitment initiatives.

Minorities represent 78% (40,618) of our workforce, an increase by 1% whencompared to 3Q17 due to continued participation in job fairs and variousoutreach programs.

Minorities were hired above their current representation due to the continuedcollaboration with state and local government entities as well as educationalinstitutions.


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Executive SummaryNYCT conducted a utilization analysis* of females and minorities in its workforce asof September 30, 2018. Based on the analysis, the majority of underrepresentationfor females and minorities occurred in the following EEO categories:

Females:

Professionals – WhitesTechnicians – Hispanics, Asians and WhitesProtective Services – Hispanics, Asians and WhitesParaprofessionals – WhitesAdministrative Support – Hispanics and WhitesSkilled Craft– Blacks, Hispanics, Asians and WhitesService Maintenance - Whites

Minorities:

Officials and Administrators – NHOPIProfessionals – American Indian/Alaskan NativesTechnicians – Hispanics and AsiansProtective Services – Hispanics and AsiansAdministrative Support - HispanicsSkilled Craft– Blacks, Hispanics and Asians

*The utilization analysis compares the percentages of females and minorities employed in each job group to 80 percent of the females and minorities available within the relevant labor market.


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Executive SummaryDiversity Initiatives to increase representation

Initiatives/Challenges to address underrepresentation for females and minorities

Agency-wide hiring restrictions continue to present a challenge.

Female – 23 percent of approximately 60 recruitment events targetedcollege/universities that have significant female enrollment. In addition,Seventeen percent of the NYCT recruitment strategy included outreach toCTE/Vocational High Schools. However, fierce competition and low femaleavailability remains a challenge.

Minority - 31 percent of recruitment efforts included targeted outreach inminority communities in the Bronx, Brooklyn, Manhattan, and Queens.

Initiatives to increase representation for veterans and persons with disabilities

Veteran - NYCT continues to work closely with the MTA Director of Veteran’sRecruitment to pursue opportunities to promote NYCT as an employer of choicefor veterans seeking employment. 16 percent of recruitment activity focused onoutreach to Veterans and/or active military.

Persons With Disabilities – In August 2018, NYCT began to post job opportunitieswith the Mayor’s Office for People with Disabilities.


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NYCT

Workforceas of September 30, 2018


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Definitions of EEO Job CategoriesOfficials & AdministratorsOccupations in which employees set broad policies, exercise overall responsibility for execution of these policies, or directindividual departments or special phases of the agency's operations, or provide specialized consultation on a regional, district or area basis.ProfessionalsOccupations which require specialized and theoretical knowledge which is usually acquired through college training or through work experience and other training which provides comparable knowledge.TechniciansOccupations which require a combination of basic scientific or technical knowledge and manual skill which can be obtained through specialized post-secondary school education or through equivalent on-the-job training.Protective ServicesOccupations in which workers are entrusted with public safety, security and protection from destructive forces.

Paraprofessionals Occupations in which workers perform some of the duties of a professional or technician in a supportive role, which usually require less formal training and/or experience normally required for professional or technical status.Administrative SupportOccupations in which workers are responsible for internal and external communication, recording and retrieval of data and/or information and other paperwork required in an office.Skilled CraftOccupations in which workers perform jobs which require special manual skill and a thorough and comprehensive knowledge of the process involved in the work which is acquired through on-the-job training and experience or through apprenticeship or other formal training programs.Service MaintenanceOccupations in which workers perform duties which result in or contribute to the comfort, convenience, hygiene or safety of the general public or which contribute to the upkeep and care of buildings, facilities or grounds of public property.


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Note: All percentages have been rounded to the nearest whole number.

NYCT Workforce

*American Indian/Alaskan Native **Native Hawaiian Other Pacific Islander

JOB CATEGORY TOTAL1 Minorities WHITES BLACKS HISPANICS ASIANS AI/AN* NHOPI** 2+ RACES VETERANS# % # % # # # % # % # % # % # % # % # %

Officials & Administrators 2,509 1498 60% 1,011 40% 758 30% 285 11% 340 14% 7 0% 2 0% 106 4% 50 2%

F 610 24% 446 18% 164 7% 294 12% 58 2% 67 3% 0 0% 0 0% 27 1% 5 10%M 1,899 76% 1052 42% 847 34% 464 18% 227 9% 273 11% 7 0% 2 0% 79 3% 45 90%

Professionals 2,980 2146 72% 834 28% 914 31% 309 10% 803 27% 5 0% 0 0% 115 4% 26 1%F 1,137 38% 914 31% 223 7% 483 16% 148 5% 226 8% 3 0% 0 0% 54 2% 5 19%

M 1,843 62% 1232 41% 611 21% 431 14% 161 5% 577 19% 2 0% 0 0% 61 2% 21 81%

Technicians 207 151 73% 56 27% 92 44% 19 9% 32 15% 1 0% 0 0% 7 3% 4 2%F 65 31% 55 27% 10 5% 43 21% 7 3% 3 1% 1 0% 0 0% 1 0% 1 25%

M 142 69% 96 46% 46 22% 49 24% 12 6% 29 14% 0 0% 0 0% 6 3% 3 75%

Protective Services 590 461 78% 129 22% 291 49% 118 20% 37 6% 0 0% 0 0% 15 3% 45 8%F 125 21% 115 19% 10 2% 90 15% 19 3% 1 0% 0 0% 0 0% 5 1% 4 9%

M 465 79% 346 59% 119 20% 201 34% 99 17% 36 6% 0 0% 0 0% 10 2% 41 91%

Paraprofessionals 51 45 88% 6 12% 24 47% 12 24% 6 12% 0 0% 0 0% 3 6% 0 0%F 29 57% 27 53% 2 4% 14 27% 8 16% 3 6% 0 0% 0 0% 2 4% 0 0%

M 22 43% 18 35% 4 8% 10 20% 4 8% 3 6% 0 0% 0 0% 1 2% 0 0%

Administrative Support 4,908 4410 90% 498 10% 2,651 54% 714 15% 909 19% 14 0% 4 0% 118 2% 37 1%F 2,141 44% 2022 41% 119 2% 1,532 31% 281 6% 142 3% 7 0% 2 0% 58 1% 11 30%

M 2,767 56% 2388 49% 379 8% 1,119 23% 433 9% 767 16% 7 0% 2 0% 60 1% 26 70%

Skilled Craft 17,957 12208 68% 5,749 32% 6,635 37% 2,287 13% 2,763 15% 43 0% 7 0% 473 3% 257 1%F 998 6% 943 5% 55 0% 760 4% 124 1% 24 0% 4 0% 0 0% 31 0% 13 5%

M 16,959 94% 11265 63% 5,694 32% 5,875 33% 2,163 12% 2,739 15% 39 0% 7 0% 442 2% 244 95%

Service Maintenance 22,852 19699 86% 3,153 14% 12,926 57% 4,956 22% 1,310 6% 36 0% 8 0% 463 2% 295 1%F 4,531 20% 4349 19% 182 1% 3,389 15% 809 4% 57 0% 5 0% 1 0% 88 0% 20 7%

M 18,321 80% 15350 67% 2,971 13% 9,537 42% 4,147 18% 1,253 5% 31 0% 7 0% 375 2% 275 93%Total 52,054 40,618 78% 11,436 22% 24,291 47% 8,700 17% 6,200 12% 106 0% 21 0% 1,300 2% 714 1%


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NYCT Workforce

NYCT workforce consists of 52,054 employees 19% females, 78% minorities, and 1% veteransThe percentage of females employed increased by 1% when compared to 3Q17.The percentage of minorities has increased by 1% as it relates to race and ethnicity when compared to 3Q17.

Females19%

Males81%

WORKFORCE BY GENDERAsians

12%

Hispanics17%

Whites22%

Blacks47%

AI/AN0%NHOPI

0%

2+ Races2%

WORKFORCE BY RACE/ETHNICITY


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Underutilization AnalysisOverview

A utilization analysis was conducted to determine whether there is underutilization offemales and minorities in its workforce. This analysis consists of comparing September30, 2018 workforce percentages for females and minorities to 80 percent of the femalesand minorities available within the relevant labor market. Underutilization exists if thepercentage of females or minorities in a job category is less than 80% of their expectedestimated availability.

The following chart provide shaded/bolded areas that represent below 80 percent ofthe Census availability or underutilization: (1) the female and minority workforcepercentages for this agency; (2) 80% of the females and minorities available for workbased on the 2010 Census by job category; and (3) whether or not the estimatedavailability percentages were met for females and minorities within each of the jobcategories.


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NYCT Underutilization Analysis


Note: Pursuant to FTA Circular 4704.1A, EEO requirements and guideline, white males have been excluded from the underutilization analysis.The shaded areas represent underutilization.

JOB CATEGORY

BLACKS HISPANIC ASIANS AI/AN* NHOPI** 2+ RACES WHITES

GenderEst

AvailActual

%Est

AvailActual

%Est

AvailActual

%Est

AvailActual

%Est

AvailActual

%Est

AvailActual

%Est

AvailActual

%

Officials & Administrators F 6% 12% 2% 2% 1% 3% 0% 0% 0% 0% 0% 1% 6% 7%

M 18% 18% 8% 9% 10% 11% 0% 0% 1% 0% 2% 3% 4% 6%

Professionals F 6% 16% 3% 5% 4% 8% 0% 0% 0% 0% 0% 2% 14% 7%

M 9% 14% 5% 5% 9% 19% 2% 0% 0% 0% 1% 2% 1% 4%

Technicians F 7% 21% 5% 3% 5% 1% 0% 0% 0% 0% 0% 0% 17% 5%

M 8% 24% 5% 6% 7% 14% 0% 0% 0% 0% 1% 3% 1% 1%

Protective Services F 10% 15% 6% 3% 2% 0% 0% 0% 0% 0% 0% 1% 19% 2%

M 14% 34% 8% 17% 3% 6% 0% 0% 0% 0% 1% 2% 2% 4%


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NYCT Underutilization Analysis


Note: Pursuant to FTA Circular 4704.1A, EEO requirements and guideline, white males have been excluded from the underutilization analysis.The shaded areas represent underutilization.

JOB CATEGORY


GenderEst

AvailActual

%Est

AvailActual

%Est

AvailActual

%Est

AvailActual

%Est

AvailActual

%Est

AvailActual

%Est

AvailActual

%

Paraprofessionals F 11% 27% 9% 16% 3% 6% 0% 0% 0% 0% 1% 4% 26% 4%

M 7% 20% 5% 8% 3% 6% 0% 0% 0% 0% 0% 2% 4% 6%

Administrative Support F 19% 31% 8% 6% 3% 3% 0% 0% 0% 0% 1% 1% 8% 2%

M 19% 23% 9% 9% 6% 16% 0% 0% 0% 0% 1% 1% 1% 4%

Skilled Craft F 6% 4% 2% 1% 1% 0% 0% 0% 0% 0% 0% 0% 2% 0%

M 26% 33% 12% 12% 8% 15% 0% 0% 0% 0% 1% 2% 1% 1%

Service Maintenance F 13% 15% 4% 4% 0% 0% 0% 0% 0% 0% 0% 0% 2% 1%

M 28% 42% 16% 18% 4% 5% 0% 0% 0% 0% 1% 2% 2% 20%


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NYCT

New Hires and Veterans

January 1, 2018 – September 30, 2018


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We added 2,984 employees including 114 veterans22% females of which 1% were female veterans.Female hires were above percentage when compared to their current representation in the workforce.84% minorities of which 4% were minority veterans.Minorities were hired above percentage when compared to their current representation in the workforce.

NYCTNew Hires and Veterans

Females22%

Males78%

NEW HIRE BY GENDERAsians, 13%

Hispanics, 21%

Whites, 16%Blacks, 47%

AI/AN, 0%NHOPI, 0%2+ Races, 3%

NEW HIRE BY RACE/ETHNICITY


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NYCT

Complaints and Lawsuits

January 1, 2018 – September 30, 2018


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NYCT Internal/ExternalEEO Complaints and Lawsuits

NYCT handled 332 EEO complaints, citing 632 separate allegations, and 64 lawsuits

176 handled internal complaints156 handled external complaintsThe most frequently cited internally was race/color and externally was disability

These charts includes all pending matters as of the date of the report; including matters filed prior to the reporting period.“Other” contains all EEO categories not otherwise specially mentioned on the chart (i.e. Retaliation, Sexual Orientation, Military status, or Marital Status etc.).

Race/Color26%

Sexual Harassment

19%Age3%

Gender15%

Religion5%

National Origin8%

Disability5%

Other19%

INTERNAL EEO COMPLAINTSRace/Color

13% Sexual Harassment

4%

Age11%

Gender11%

Religion5%National

Origin5%

Disability19%

Other32%

EXTERNAL EEO COMPLAINTS


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NYCT disposed 93 EEO complaints and 8 EEO lawsuits69% complaints/lawsuits decided in favor of the agency25% complaints/lawsuits decided in favor of the complainant4% complaints/lawsuits were administrative closures1% of complaints/lawsuits were resolved/settlement1% of complaints/lawsuits were withdrawn

NYCTEEO Complaints and Lawsuits Dispositions

DECIDED IN FAVOR OF AGENCY

69%

DECIDED IN FAVOR OF

COMPLAINANT25%

ADMINISTRATIVE CLOSURE

4%

WITHDRAWN1% DISMISSED

0%

RESOLVED/ SETTLEMENT

1%

OVERALL EEO COMPLAINTS AND LAWSUITSDISPOSITIONS

0%

20%

40%

60%

80%

100%

EEO COMPLAINTS AND LAWSUITSDISPOSITIONS

EEO Internal EEO External EEO Lawsuits


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NYCT handled 221 Title VI complaints, citing 227 separate allegations and 0Title VI lawsuits. Agency disposed 81 complaints and 0 lawsuits

83% complaints/lawsuits decided in favor of the agency1% complaints/lawsuits decided in favor of the complainant16% complaints/lawsuits were administrative closures0% complaints/lawsuits were resolved/settlement

NYCTTitle VI Discrimination Complaints, Lawsuits and Dispositions

Race78%

Color5%

National Orgin17%

TITLE VIDISCRIMINATION COMPLAINTS


83%

DECIDED IN FAVOR OF

COMPLAINANT1%


16%

WITHDRAWN0%

DISMISSED0%


0%

TITLE VI DISPOSITIONS


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MTA Bus Company(MTABC)

EEO Report – 3rd Quarter 2018

December 10, 2018

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Executive SummaryEEO

As of September 30, 2018, MTABC’s workforce included 4,143 total employees. Thisrepresents a slight increase from the third quarter 2017 (3Q17)workforce.

Females represent 13% (528) of our workforce, remaining constant, whencompared to 3Q17 due to a relatively unchanged overall workforce.

2017 - 531 females to 4,136 overall2018 - 528 females to 4,143 overall

Females were hired at a higher percentage compared to their currentrepresentation of 13% in the workforce.

Minorities represent 78% (3,226) of our workforce, an increase by 1% whencompared to 3Q17. This increase is not statistically significant.

Minorities were hired above their current representation due to high minorityhiring rates in the Skilled Craft and Service/Maintenance EEO categories.

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Executive SummaryMTABC conducted a utilization analysis* of females and minorities in itsworkforce as of September 30, 2018. Based on the analysis, theunderrepresentation for females and minorities occurred in the following EEOcategories:

Females:Officials & Administrators/Professionals − White FemalesTechnicians − Blacks and AsiansProtective Services − Blacks, Asians, and 2+ RacesAdministrative Support − Asians and WhitesSkilled Craft − Blacks, Hispanics, and WhitesService Maintenance − Hispanics

Minorities:Technicians − Blacks, Hispanics, and AsiansProtective Services − Hispanics, Blacks, Asians, and 2+ RacesAdministrative Support − Asians and HispanicsSkilled Craft − Blacks and HispanicsService Maintenance − Hispanics

*The utilization analysis compares the percentages of females and minorities employed in each job group to 80 percent of the females and minorities available within the relevant labor market.

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Executive SummaryDiversity Initiatives to increasing representation

Initiatives to address underrepresentation for females and minorities

Female – Participated in the Today’s Girl, Tomorrow’s WomanConference focusing on career development for young womenattending New York City high schools.

Minority – Established the Transit Mechanical Apprentice Program toincrease representation of minorities in the Skilled Craft EEO Category.

Initiatives to increase representation for veterans and persons with disabilities

Veteran – MTA Bus participated in veteran career fairs and diversityoutreach events throughout the second quarter and will continue todo so through the rest of 2018.

Persons with Disabilities – MTA Bus hosted a Disability Awareness andRecruiting Workshop in partnership with the New York City Mayor’sOffice for People with Disabilities.

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MTABC

Workforceas of September 30, 2018

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Definitions of EEO Job CategoriesOfficials & AdministratorsOccupations in which employees set broad policies, exercise overall responsibility for execution of these policies, or direct individual departments or special phases of the agency's operations, or provide specialized consultation on a regional, district or area basis.ProfessionalsOccupations which require specialized and theoretical knowledge which is usually acquired through college training or through work experience and other training which provides comparable knowledge.TechniciansOccupations which require a combination of basic scientific or technical knowledge and manual skill which can be obtained through specialized post-secondary school education or through equivalent on-the-job training.Protective ServicesOccupations in which workers are entrusted with public safety, security and protection from destructive forces.

Paraprofessionals Occupations in which workers perform some of the duties of a professional or technician in a supportive role, which usually require less formal training and/or experience normally required for professional or technical status.Administrative SupportOccupations in which workers are responsible for internal and external communication, recording and retrieval of data and/or information and other paperwork required in an office.Skilled CraftOccupations in which workers perform jobs which require special manual skill and a thorough and comprehensive knowledge of the process involved in the work which is acquired through on-the-job training and experience or through apprenticeship or other formal training programs.Service MaintenanceOccupations in which workers perform duties which result in or contribute to the comfort, convenience, hygiene or safety of the general public or which contribute to the upkeep and care of buildings, facilities or grounds of public property.

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MTABC Workforce

Note: All percentages have been rounded up to the nearest whole number.* American Indian/Alaskan Native **Native Hawaiian Other Pacific Islander

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JOB CATEGORY TOTAL1 Minorities WHITES BLACKS HISPANICS ASIANS AI/AN* NHOPI** 2+ RACES VETERANS# % # % # # # % # % # % # % # % # % # %

Officials & Administrators 273 155 57% 118 43% 73 27% 39 14% 29 11% 0 0% 0 0% 14 5% 7 3%

F 58 21% 48 18% 10 4% 29 11% 9 3% 6 2% 0 0% 0 0% 4 1% 0 0%M 215 79% 107 39% 108 40% 44 16% 30 11% 23 8% 0 0% 0 0% 10 4% 7 100%

Professionals 120 93 78% 27 23% 29 24% 21 18% 32 27% 0 0% 0 0% 11 9% 3 3%F 58 48% 50 42% 8 7% 18 15% 15 13% 12 10% 0 0% 0 0% 5 4% 2 67%

M 62 52% 43 36% 19 16% 11 9% 6 5% 20 17% 0 0% 0 0% 6 5% 1 33%

Technicians 16 5 31% 11 69% 1 6% 2 13% 1 6% 0 0% 0 0% 1 6% 0 0%F 10 63% 3 19% 7 44% 1 6% 2 13% 0 0% 0 0% 0 0% 0 0% 0 0%

M 6 38% 2 13% 4 25% 0 0% 0 0% 1 6% 0 0% 0 0% 1 6% 0 0%

Protective Services 6 5 83% 1 17% 3 50% 1 17% 0 0% 0 0% 0 0% 1 17% 0 0%F 2 33% 1 17% 1 17% 0 0% 1 17% 0 0% 0 0% 0 0% 0 0% 0 0%

M 4 67% 4 67% 0 0% 3 50% 0 0% 0 0% 0 0% 0 0% 1 17% 0 0%

Paraprofessionals 0 0 0% 0 0% 0 0% 0 0% 0 0% 0 0% 0 0% 0 0% 0 0%F 0 0% 0 0% 0 0% 0 0% 0 0% 0 0% 0 0% 0 0% 0 0% 0 0%

M 0 0% 0 0% 0 0% 0 0% 0 0% 0 0% 0 0% 0 0% 0 0% 0 0%

Administrative Support 103 71 69% 32 31% 36 35% 13 13% 10 10% 1 1% 0 0% 11 11% 1 1%F 39 38% 32 31% 7 7% 18 17% 9 9% 2 2% 0 0% 0 0% 3 3% 0 0%

M 64 62% 39 38% 25 24% 18 17% 4 4% 8 8% 1 1% 0 0% 8 8% 1 100%

Skilled Craft 712 476 67% 236 33% 232 33% 104 15% 84 12% 1 0% 9 1% 46 6% 9 1%F 4 1% 3 0% 1 0% 3 0% 0 0% 0 0% 0 0% 0 0% 0 0% 1 11%

M 708 99% 473 66% 235 33% 229 32% 104 15% 84 12% 1 0% 9 1% 46 6% 8 89%

Service Maintenance 2,913 2421 83% 492 17% 1,476 51% 655 22% 187 6% 7 0% 5 0% 91 3% 24 1%F 357 12% 336 12% 21 1% 231 8% 92 3% 4 0% 1 0% 0 0% 8 0% 0 0%

M 2,556 88% 2085 72% 471 16% 1,245 43% 563 19% 183 6% 6 0% 5 0% 83 3% 24 100%Total 4,143 3,226 78% 917 22% 1,850 45% 835 20% 343 8% 9 0% 14 0% 175 4% 44 1%


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MTABC Workforce

MTA Bus workforce consists of 4,143 employees 13% females, 78% minorities, and 1% veterans.The percentage of females employed remained constant when compared to 3Q17.The percentage of minorities has increased by 1% as it relates to race and ethnicity when compared to 3Q17.

Females13%

Males87%

WORKFORCE BY GENDERAsians

9% Hispanics20%

Whites22%

Blacks45%

2+ Races4%

WORKFORCE BY RACE/ETHNICITY


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Underutilization AnalysisOverview

A utilization analysis was conducted to determine whether there is underutilization offemales and minorities in its workforce. This analysis consists of comparing September30, 2018 workforce percentages for females and minorities to 80 percent of the femalesand minorities available within the relevant labor market. Underutilization exists if thepercentage of females or minorities in a job category is less than 80% of their expectedestimated availability.

The following charts provide shaded/bolded areas that represent below 80 percent ofthe Census availability or underutilization: (1) the female and minority workforcepercentages for this agency; (2) 80% of the females and minorities available for workbased on the 2010 Census by job category; and (3) whether or not the estimatedavailability percentages were met for females and minorities within each of the jobcategories.

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MTABC Underutilization Analysis


Note: Pursuant to FTA Circular 4704.1A, EEO requirements and guidelines, white males have been excluded from the availability analysis. The shaded areas represent underutilization.

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JOB CATEGORY


GenderEst

AvailActual

%Est

AvailActual

%Est

AvailActual

%Est

AvailActual

%Est

AvailActual

%Est

AvailActual

%Est

AvailActual

%

Officials & Administrators F 3% 11% 2% 3% 1% 2% 0% 0% 0% 0% 0% 1% 15% 4%

M 8% 16% 5% 11% 4% 8% 0% 0% 0% 0% 2% 4%

Professionals F 8% 15% 5% 13% 4% 10% 0% 0% 0% 0% 1% 4% 13% 7%

M 5% 9% 4% 5% 8% 17% 0% 0% 0% 0% 2% 5%

Technicians F 7% 6% 6% 13% 1% 0% 0% 0% 0% 0% 0% 0% 21% 44%

M 5% 0% 5% 0% 8% 6% 0% 0% 0% 0% 3% 6%

Protective Services F 7% 0% 16% 17% 1% 0% 0% 0% 0% 0% 1% 0% 13% 17%

M 22% 50% 5% 0% 0% 0% 0% 0% 0% 0% 7% 17% 2% 20%


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MTABC Underutilization Analysis


Note: Pursuant to FTA Circular 4704.1A, EEO requirements and guidelines, white males have been excluded from the availability analysis. The shaded areas represent underutilization.

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JOB CATEGORY


GenderEst

AvailActual

%Est

AvailActual

%Est

AvailActual

%Est

AvailActual

%Est

AvailActual

%Est

AvailActual

%Est

AvailActual

%

Paraprofessionals F 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%

M 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%

Administrative Support F 11% 17% 8% 9% 3% 2% 0% 0% 0% 0% 2% 3% 10% 7%

M 16% 17% 6% 4% 7% 8% 0% 1% 0% 0% 3% 8%

Skilled Craft F 1% 0% 1% 0% 0% 0% 0% 0% 0% 0% 0% 0% 1% 0%

M 24% 32% 13% 15% 9% 12% 0% 0% 1% 1% 4% 6%

Service Maintenance F 7% 8% 5% 3% 0% 0% 0% 0% 0% 0% 0% 0% 1% 1%

M 32% 43% 18% 19% 4% 6% 0% 0% 0% 0% 1% 3%


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MTABC

New Hires and VeteransJanuary 1, 2018 – September 30, 2018

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MTABCNew Hires and Veterans

We added 321 employees including 4 (1%) veterans18% females in which 0% were female veterans.Females were hired at a higher percentage compared to their current representation of 13% in the workforce.90% minorities in which 1% were minority veterans.Minorities were hired at a higher percentage when compared to their current representation of 78% in the workforce.

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Females18%

Males82%

NEW HIRE BY GENDERAsians

11%

Hispanics28%

Whites10%

Blacks47%

2+ Races3%

NEW HIRE BY RACE/ETHNICITY


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MTABC

Complaints and LawsuitsJanuary 1, 2018 – September 30, 2018

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MTABC Internal/ExternalEEO Complaints and Lawsuits

MTABC handled 45 EEO complaints, citing 71 separate allegations, and 4 lawsuits.

31 filed internal complaints.14 filed external complaints.The most frequently cited bases for discrimination were race/color or sexual harassment.

These charts includes all pending matters as of the date of the report; including matters filed prior to the reporting period.“Other” contains all EEO categories not otherwise specially mentioned on the chart (i.e. Retaliation, Sexual Orientation, Military status, or Marital Status etc.).

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Race/Color30%

Age13%

Gender7%

Religion10%

National Origin

7%

Disability10%

Other23%

EXTERNAL EEO COMPLAINTS

Race/Color22%

Sexual Harassment

22%

Age7%

Gender12%

Religion5%

National Origin

3%

Disability17%

Other12%

INTERNAL EEO COMPLAINTS


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MTABCEEO Complaint and Lawsuits Dispositions

MTABC disposed 27 EEO complaints and 1 EEO lawsuits64% complaints/lawsuits decided in favor of the agency.18% complaints/lawsuits were administrative closures.11% of complaints were dismissed.4% complaints/lawsuits were resolved/settled.3% of complaints/lawsuits were withdrawn.

16


64%


18%

WITHDRAWN3%

DISMISSED11%


4%

OVERALL EEO COMPLAINTS AND LAWSUITS DISPOSITIONS

0%10%20%30%40%50%60%70%80%90%

100%

EEO COMPLAINTS AND LAWSUITSDISPOSITIONS

EEO Internal EEO External EEO Lawsuits


ew Y


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eeting 12/10/2018________________________________________________________________________________

MTABC handled 82 Title VI Complaints, citing 85 separate allegations and 0Title VI lawsuits. Agency disposed 27 complaints and 0 lawsuits.

63% complaints/lawsuits decided in favor of the agency.29% complaints/lawsuits were administrative closures.4% complaints/lawsuits dismissed.4% complaints/lawsuits decided in favor of the complainant.

MTABCTitle VI Discrimination Complaints, Lawsuits and Dispositions

17

Race84%

Color2%

National Orgin14%

TITLE VIDISCRIMINATION COMPLAINTS


63%

DECIDED IN FAVOR OF

COMPLAINANT4%


29%

DISMISSED4%

TITLE VI DISPOSITIONS


ew Y


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eeting 12/10/2018________________________________________________________________________________

MN

Andy ByfordPresident

New York City Transit2 Broadway

New York, NY 10004-2207


Documents

Transit and Bus Committee Meeting - web.mta.infoweb.mta.info/mta/news/books/pdf/181210_1000_transit-bus.pdf · equipment (i.e. public conduct, crime, police response, injured customers,